1. hobbies and interests
2. games
3. lottery

2014
Annual Report
Building a better
Western Australia
together
Statement of
compliance
Hon. C J Barnett MEc MLA
PREMIER
In accordance with Section 63 of the Financial Management Act
2006, we submit to the Premier for information and presentation to
Parliament, the Annual Report of the Lotteries Commission for the
financial year ended 30 June 2014.
The Annual Report has been prepared in accordance with the
provisions of the Financial Management Act 2006 and Lotteries
Commission Act 1990 (as amended).
John Atkins
Chairman
Accountable Authority
21 August 2014
Andrea Hall
Commissioner
Accountable Authority
21 August 2014
Contents
About Lotterywest 2
Our highlights
4
Chairman’s introduction
10
Chief Executive Officer’s report
12
Corporate social responsibility 28
Planning for our future
34
Products and services
–Games
38
–Grants
46
Distribution
–Grants
52
–Games
56
Communications and branding
60
Capacity
70
Governance and compliance
78
Financial statements
89
My Lotterywest:
“Knowing that every ticket we sell helps
to build a better Western Australia provides
a great deal of satisfaction”.
Chad, Sales and Customer Services
L-R: Noel, Lauren, Chad and Asher
from Sales and Customer Services.
Cover image: Perkins Institute of Medical Research.
1
About
Lotterywest
Our vision
Building a better
Western Australia together.
Our purpose
To enhance the quality of life and wellbeing for all
Western Australians through the funding and support we
provide to our beneficiaries and by running our lottery
business with excellence and integrity.
Our values
Lotterywest is an organisation committed to serving
the community of Western Australia with excellence
and integrity.
In enacting these values, we recognise the diversity of
our stakeholders and strive for an approach which
balances their different needs and expectations.
My Lotterywest:
Four core values underpin all that we do:
Rewarding
Trusted
We seek to ensure that the experience of
all those with whom we come into contact
– players, grant seekers, business partners
and the community as a whole, will be a
valued and rewarding one and that all will
be treated with courtesy and respect.
We are honest, reliable and trustworthy.
We conduct ourselves professionally with
the highest standards of integrity and
excellence in all our business operations
and in our relationships with all our
stakeholders.
Inspiring
Engaging
We motivate, encourage and inspire
ourselves and others to achieve greater
things for the benefit of the community of
Western Australia.
We actively seek relationships with all
our stakeholders based on principles of
mutual respect and strive to enhance the
achievement of their goals and ours.
“Going to work every day at Lotterywest
is so rewarding as I really am helping the
West Australian community by assisting
them with their grant applications and
ensuring together we have a great State to
live, work and play!”
Nerreda, Grants and Community Development
L-R: Lucy, Kate and Nerreda from
Grants and Community Development.
Lotterywest Annual
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2 Lotterywest
3
Highlights 2013/14
$797million
Total sales
$446.9 million
Product sales 2013/14
$330.9m
$145.9m
$147.6m
$96.9m
$60.2m
$10.8m
$3.6m
$1.1m
Prizes to our winners
$271.2million
Distributed to beneficiaries
4 Lotterywest Annual Report 2014
5
Sales
per adult
2010-14
Sales per
adult
$422
2010
2011
2012
$424
$397
$376
$200
$100
$0
Millions
$394
2014
$200
$797m
2013
$100
$821
2012
$0
$763
2011
Dollars per adult
$683
2010
$300
$701
$400
$500
$300
$600
$700
$400
$800
$900
$500
Annual
lottery sales 2010-14
2013
2014
Our games
Our distribution channels
Total sales of $797 million
Retail outlets – 96% of total sales
Play Online service – 4% of total sales
501 retail outlets selling all products – 39 sell only Scratch’n’Win products
$62.6 million paid in commission to retailers
Decrease of $23.8 million (2.9%) on last financial year
Total annual sales per adult of $397.11
$309,112 in additional reward payments to retailers through the ‘Lotteryworks Program’
(incentive program for achieving standards and sales targets)
6 Lotterywest Annual Report 2014
7
Beneficiaries 2010-14
Community perceptions
of WA residents are aware
of Lotterywest
72%
$200
$250
$300
%
99
$235
$239
$257
$274
$271m
$50
2010
2011
2012
2013
2014
A total of $271.2 million was distributed to the Western Australian community
$117.4 million to the State’s health services and hospitals
$14.7 million to Sport and Recreation
$14.7 million to Culture and the Arts
$124.5 million approved in Lotterywest direct grants
$7.6 million to the University of Western Australia for the Perth International Arts Festival
$7.6 million to ScreenWest for investment in the Western Australian screen industry
$109.4 million approved as direct grants to not-for-profit and Local Government Authorities
1197 grants approved to 1017 different community organisations
Lotterywest Annual
AnnualReport
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2013
8 Lotterywest
%
80
$0
Millions
$100
$150
%
80
of WA residents perceive
Lotterywest as being a significant
contributor to our community
of WA residents are aware of our key lottery products
%
72
7.5
of population states that
Lotterywest cares about
WA community
of West Australians have participated in a
Lotterywest game in the last 3 months
(at the time of the survey completion in Sept 2013)
people out of 10 state that Lotterywest provides an
enormous amount of value to the WA community
%
80
of our players play more than one of our
products – the most favourite combination
is Saturday Lotto and Scratch’n’Win
9
Chairman’s
introduction
In a challenging environment for
Lotterywest and all with whom we work,
the last year has once again been one
of great achievement.
This report highlights these achievements
and sets out some of the challenges that we
and our partners have faced.
The environment for our retailers has not
been as buoyant as they would like, so our
revenue, whilst strong has not reached the
levels we would like to see.
Our community partners are facing ever
increasing demands on their resources.
As a result the number and dollar amount of
grant applications have shown considerable
growth, which has had to be managed.
In this sort of environment it is important that
the organisation is focussed and dedicated
to a well-developed plan. I am very pleased
to be able to say that this year management
and the Board worked together to develop a
new Strategic Plan to guide Lotterywest over
the next five years. The plan identifies the
challenges and opportunities for us into the
future and provides a rigorous framework
for decision making and action. I would
like to sincerely thank all who have been
involved in the development of the plan.
My Lotterywest:
“The opportunity to work with others to
‘build a better WA together’ inspires us all
at Lotterywest every day”.
John Atkins – Chairman
John Atkins at the North Cottesloe
Surf Life Saving Club.
10 Lotterywest Annual Report 2014
We have a number of significant projects
underway which will be important elements
in the implementation of our plan. We
continue to grow our relationships with
the Community Sector in building a better
WA together. The Retail Transformation
Programme is now underway. We consider
this will be a very important element to
growing sales in our retail network.
This year saw the retirement from the
Board of Ray Bennett. Ray has been a great
contributor to the Board. His knowledge of
the gaming industry and his wisdom and
experience will be missed.
Stephen Carre has joined the Board
and brings experience in Banking and
Retail which I know will be of great benefit
to Lotterywest.
The coming year will be another year of
change as our long standing CEO Jan
Stewart retires. I will say more about Jan’s
outstanding contribution in next year’s
report. For now I would like to thank her,
my fellow Board members and all of the
team at Lotterywest for continuing to
make a real difference to the lives of all
Western Australians.
I would also like to acknowledge the
ongoing support of the Premier as
our Minister.
John Atkins
Chairman
11
Chief Executive
Officer’s report
My Lotterywest:
“Lotterywest is a place where for
the past 26 years I have been priviledged
to work and to lead. It is a place where
dreams literally come true”.
‘Building a better WA together’
Jan Stewart – Chief Executive Officer
Introduction
The Lotteries Commission of Western
Australia was established in 1932 at the
height of the Great Depression. The hope of
the Government in setting up the Lotteries
Commission was that by offering a wellmanaged government authorised lottery,
which also would have a regulatory role in
controlling illegal gambling, funds would be
raised which would be directed to hospitals
and to the many charities seeking to help the
needy of that era.
‘A Proper Foundation – 1932-2008 –
A history of the Lotteries Commission of
Western Australia’ by Sian Supski written for
the Commission’s 75th anniversary, records
that the justification given by Minister John
Scadden, who introduced the Bill to the
Parliament for this very controversial decision
to create a State authorised gambling entity,
was that real benefit for the community would
be achieved from the funds raised.
This vision of ‘Building a Better WA’ has been
the driving force which has underpinned every
aspect of the work of the Commission since
those early days. It is a vision to which we
remain committed and which was affirmed
last year when the Board led the process of
developing a new Strategic Plan to guide the
work of Lotterywest for the four years ahead.
Jan Stewart, Warden of the State War Memorial,
with the RSL Sub Wardens of the Highgate Branch.
12 Lotterywest Annual Report 2014
This new Strategic Plan expresses the vision
with an important additional word – ‘Building
a Better WA together’. The intention is to make
explicit that it is only by working in partnership
with others – with our retailers, with other
business partners, our colleagues in other
Government agencies as well as in the way
we work with our beneficiaries – that we can
make this wonderful State in which we live an
even better place for us all.
This Annual Report describes the results
we have achieved in the past year in
working to achieve that vision, the sales we
have generated, the contribution we have
made to our beneficiaries, as well as all
the other activities we need to undertake to
operate our business, the challenges we
faced and will continue to face, and our
plans for the future.
The Strategic Plan 2014-18
The new Strategic Plan has been based
on a comprehensive review of the total
environment in which we operate in
Western Australia for both the lottery
operations and for our role in supporting
the community sector.
The environment includes Government policy
in relation to gambling, the economic climate
and its potential impact on the growth of
the business, the growing population and
demographic composition of WA, retail
and online trends together with changing
customer behaviour and expectations.
It also takes into account the way advances
in technology has impacted on every aspect
of the business.
Lotterywest has been very successful in recent
years. Sales growth, while not necessarily
consistent each year, has averaged 2.1% per
annum during the past 5 years. This growth
has been achieved in a very mature market
and one in which Lotterywest has had the
highest per capita sales of Lotto in the world
since the mid 1990’s. This year for the first
time for many years, we slipped to second
position, just behind the Norwegian Lottery.
13
Chief Executive Officer’s report
Scratch’n’Win
2013/14
Where the money $96.9m
Other Games
came from
$15.5m
Powerball
$145.9m
OZ Lotto
$147.6m
As well as growing sales and returns
to the beneficiaries, Lotterywest has built
strong brand recognition and has a very
positive reputation not only in Western
Australia but also internationally. It is widely
recognised that Lotterywest has made a
highly valued contribution to the community
in this State.
The lottery industry has changed rapidly in
the last twenty years largely as a result of
technological advances. Competition not
only from alternative forms of gambling,
but as a result of the many choices
customers have in the way they spend
their time and money, have all had an
impact on our business.
The key challenge identified during the
strategic planning process is how to find
ways in this environment to create
continued and sustainable sales growth
consistent both with our standards of
corporate responsibility and with Lotterywest
brand values so that we can continue
to respond to the growing needs of our
beneficiaries.
14 Lotterywest Annual Report 2014
Identifying initiatives to achieve that
sustainable level of growth is fundamental
to our capacity to respond to the many
changes also happening in the
not-for-profit sector. The human services
sector in particular is facing growing
demands from a community where many
people are struggling. Changes at both
Federal and State level in the regulation
of the sector and its reporting obligations
and the way government grants will be
managed in the future are creating new
challenges to the future operations of these
organisations.
All not-for-profit organisations whether
they be traditional charities or those in
the arts, sporting or other sectors of the
community, are seeking to find additional
means to ensure their sustainability in a
highly competitive environment for grants,
donations, philanthropic support and other
forms of sponsorship.
For the first time for many years the gap
between the requests made to Lotterywest
for direct grants and our means to respond
is significant and that gap continues to grow.
Other income
$26.8m
2013/14
Where the
money went
Saturday Lotto
$330.9m
This Annual Report sets out the detailed
framework of the Strategic Plan 2014-18
and the key areas for focus in developing
our business to achieve the revenue and
other goals for the community which we
have set.
$14.7m
$124.5m
Sports
$14.7m
Prizes
$446.9m
$117.4m
Operational Expenses
$60.2m
The new Strategic Plan sets some ambitious
sales growth targets over the four years
ahead which will require that new ways to
grow sales are found.
Direct Grants
Hospitals
Monday &
Wednesday Lotto
As well as the needs of the direct
beneficiaries there are the needs of our
statutory beneficiaries – health, arts and
sports. The allocation these beneficiaries
receive from Lotterywest as specified in
the Lotteries Commission Act, is based on
a percentage of the sales achieved each
year. The needs of health, arts and sports
also continue to grow although this year
they will receive slightly less than last year
which was a record allocation, so the impact
should be minimal. We are very mindful of
our responsibility to these beneficiaries to
achieve the projected revenue on which
they depend.
Arts
$60.1m
The past year
Overview of performance
This year the sales target was $801.7 million.
This target was set below the record sales
of 2012/13 of $820.8 million, achieved as a
result of a record run of jackpots in OZ Lotto
and Powerball which had contributed to
a 7.6% sales growth on the previous year.
Statistically such a run of jackpots was most
unlikely to be repeated and so the budget for
2013/14 was set at a realistic level based on
our forecasting model.
The final result for 2013/14 was $797 million,
just 0.6% below budget. This slight reduction
against the target was primarily the result
of flat sales in all Saturday Lotto Superdraw
events and in particular a less than budgeted
outcome for the June Superdraw. The
performance against the budget set for this
event was because the planned Division
One prize at the time the sales budget was
originally agreed was significantly higher
than was actually offered. (i.e. $30 million
instead of the $22 million actually offered).
In the very challenging retail environment
of the past year, overall the result is a
reasonably good one and is a stronger
performance than that of the other Australian
Lotteries.
There is more detail and analysis of the
performance of each of the products
elsewhere in the report including some very
positive results from new products added to
our instant lottery range (Scratch‘n’Win).
Operating expenses were kept 3% under
budget as a result of delayed spending on
some advertising campaigns, reduction in
retail distribution costs and slightly lower
expenditure on general contracts for
the year.
Return to the statutory beneficiaries (Health, Arts
and Sports) was slightly below budget as noted
on page 14 because the revenue they receive is
calculated as a specific percentage of sales as
prescribed in the Lotteries Commission Act.
The total funds given to direct grant
beneficiaries were a record this year and
higher than budgeted.
Retailers Commission
$62.6m
This was as a result of increased unclaimed
prize money and increased interest earned
on investments which was able to be added
to the grants budget as well as modest
draw down on reserves. The Act prescribes
not only a percentage of sales but also
that other income not required for other
business purposes should go to ‘eligible
organisations’ for ‘approved purposes’. This
includes unclaimed prizes and interest on
investments.
1197 grants were made to 1017 organisations.
Despite the significant increase in numbers
and value of grant applications received this
year, we were able to respond positively to
almost all of those seeking our help.
In some instances the applicants were
offered a slightly lesser amount than
originally requested but still were given
sufficient support to meet their most pressing
needs. In other instances the formal decision
to make the grant decision was deferred
to a later date where the need was not an
immediate one.
15
Chief Executive Officer’s report
Supporting Culture and the Arts
Ella Hetherington in ‘Duck, Death and the
Tulip’, Barking Gecko Theatre Company.
Photo by Jon Green.
In these instances the applicant was given
an ‘in principle’ commitment which enabled
the organisations to continue planning with
confidence, while allowing the cash flow of
the grants budget to be effectively managed.
Supporting Sport and Recreation
Kim Mickle, Australian javelin champion
supported through WAIS.
The issue of the growing gap between
Lotterywest’s financial capacity and the
growing needs of the community sector
is documented further in this report. We
are grateful to the community sector for
their understanding of the budget situation
and the very positive way in which they
have worked with our grants team to find
constructive approaches which can work
for both them and us.
Our beneficiaries
Offering our players the chance to bring
their dreams to life through our products is
one part of our business. The other is being
able to help those who have dreams how to
make this a better community for us all.
Tales from Outer Suburbia,
Spare Parts Puppet Theatre, 2013.
Photo by Jessica Wyld.
Our support to beneficiaries falls into two
broad categories – the first to the statutory
beneficiaries and the second is the direct
grants which Lotterywest itself administers to
eligible organisations as the Act prescribes
for purposes which are charitable or
benevolent. The direct beneficiaries also
include screen industry and the Perth
International Arts Festival which are
specifically named beneficiaries who receive
an allocation each year from Lotterywest
linked to a percentage of sales.
There are three government departments
which receive a specified percentage of
sales revenue each year – the Department
of Health, the Department of Culture and
the Arts and the Department of Sport and
Recreation.
The funds which go to the Department of
Health are used for general health related
purposes. We are grateful to the Acting
Director General of the Department of Health
for his support to an agreement that all the
State’s Hospitals would display signage
acknowledging the support received from
16 Lotterywest Annual Report 2014
Lotterywest. Market research shows clearly
that our players want to know what happens
to the money they contribute when they buy
a lottery product and this is one of the ways
we can show them. Further information can
be found on page 36.
The Arts Lottery Account funds are
managed by the Department of Arts and
Culture and are distributed as the core State
grants for operating costs to 40 different
arts organisations. This includes all the
State’s flagship arts companies – the West
Australian Symphony Orchestra, the West
Australian Opera, Black Swan State Theatre
Company and the West Australian Ballet
as well as many other smaller companies.
Further information can be found on
page 73.
The Sports Lottery Account funds are
managed by the Department of Sport and
Recreation. These funds are distributed to
more than 120 different sports association
including to the WA Institute of Sport for the
support of the State’s elite athletes. Further
information can be found on pages 86-87.
The direct grants managed by Lotterywest
are recommended by the Board to the
Premier for formal approval. These
recommendations are based on reports
prepared the team in Grants and
Community Development after a very careful
assessment process.
The grants team’s role however is far
more than grants assessment. The real
value of the team’s work is actually not the
assessment process or in distribution of
financial support, important though these
tasks might be. It is the expertise and added
value they bring to their work with each
grant applicant. The team’s philosophy is
based on a ‘relationship model’ where each
person is expected to develop relationships
across a geographical area and with a
particular special field such as disability,
children and family services, conservation
and heritage and many others.
The result of this approach is that the grants
team, many of whom have many years of
experience, have developed an extensive
body of knowledge and a network of
relationships that they can offer to grant
applicants. Many of these applicants
express considerable appreciation for the
‘added value’ they receive during the grant
making process.
This year we were faced for the first time
with a very significant gap between the
funds available for distribution and the
number and size of applications received
as described in the introduction to this
overview of the work of Lotterywest in the
past year. The section on page 46 outlines
in more detail the drivers of this demand,
how we have responded and just some
of the grants Lotterywest has made this
year and their impact.
17
Chief Executive Officer’s report
The full list of grants can be found at the
end of the report.
The diversity of these grants is testament
to the creativity and the commitment of the
thousands of people seeking to make WA a
better place for us all. We are proud to have
been able to support them.
The Future
The Strategic Plan 2014-18 during the first
half of the financial year, shapes all our
initiatives to grow our business for the
forthcoming period. It contains sales growth
targets of slightly more than 4% each year.
Our sales target for 2014/15 is $840 million.
The drivers that shape our business plans
are the many changes which have occurred
in retail in recent years, the penetration of
Nurses 1915.
Courtesy of the RSL WA.
mobile devices and the expectation
that products and services can be
delivered through whatever is the preferred
method of the customer. Other drivers
include the changes in the way people
consume information. This has significant
implications for how and through what
channels we market our lottery products
as well as our grants and grant services.
Our business is facing increased competition
not necessarily specifically for Lottery
products but for people’s time, attention
and recreational budget.
Changing demographics are also playing
a part in shaping our approach to the
management of our business. Many people
who live in Western Australia are new to
our State and know little or nothing about
Lotterywest, its history, its products or its role
in the community. Our goal is to reach these
100 years of Anzac
Grant profile
people as well as to attract the younger
market that are generally not buying lottery
products, while ensuring we retain the
interest and support of those who have
been very loyal customers for many years.
Between 2014 and 2018, Australia will commemorate the
Anzac Centenary, marking 100 years since our involvement in
the First World War.
•The upgrade of the City of Albany Town Square and Stirling
Terrace as community spaces that will activate and integrate
Anzac related infrastructure.
Lotterywest has a long history of supporting the RSL and services
which help returned service men, women and their families.
Our plan to achieve these goals needs to
focus on all aspects of our business. We
need attractive products marketed in ways
which are entertaining and engaging. We
need to focus strongly on supporting the
retail channel as well as making our online
channel more accessible. And we need
to keep the story of Lotterywest and the
contribution we make to the community in
the forefront of the public’s mind, expressed
by the message – ‘You play. You give.’
To help communities record and share their stories and
experiences during this period of special commemoration, a new
grants program has been developed by the grants team which
will offer special Anzac Centenary grants.
•Returned and Services League of Australia (RSL) WA Branch
in Denmark - towards the upgrade and restoration of the
Honour Roll Board to acknowledge those who died
during active service.
The most significant and comprehensive
initiative to build the business, both in the
breadth of the work involved and in the
financial investment planned is the ‘Retail
Transformation Program’.
•Friends of the Western Australian Museum towards the
scoping of a project designed around the story of the
HMAS Sydney and the HSK Kormoran, a German vessel.
The Anzac Centenary grants will support:
•Busselton Oral History Group towards an oral history of
ex-servicemen and women throughout the Busselton area.
•Honouring Indigenous War Graves to honour Aboriginal
veterans who served for their country.
Throughout the Centenary period, funding will continue to
the Returned & Services League of Australia WA Branch for the
main state Anzac Day events including the Dawn Service in King’s
Park and the Anzac Day Parade in Perth city, as well as local and
regional services.
The planning work for this began last
year and will continue until the first
quarter of 2015 when the first phase of
implementation of new technology in
retail is planned to begin. Implementation
of various elements of this program will
continue for all of 2015 and into 2016.
The aim of this program of work, as the
name suggests, is to ‘transform’ the
player’s experience of buying a lottery
product in retail. There are essentially three
elements to this program, all of which are
interrelated.
•New lottery technology will be installed in
the retail outlets
•A new retail design will be developed
together with new external signage
•A new Player’s Card will offer improved
services to customers
This new Player’s Card will replace the
existing ‘Player Registration Service’. The
card will function as an important part of
the improved player experience in-store,
with an increased range of benefits to the
player, the retailer and Lotterywest.
18 Lotterywest Annual Report 2014
Signallers of the 28th Battalion served in Gallipoli 1915
and later in France. Courtesy of the RSL WA.
19
Chief Executive Officer’s report
Visit Albany
to remember
On the morning of 1 November 1914, the first convoy of ships
that carried the Australian Imperial Force and New Zealand
Expeditionary Force to the First World War departed from Albany.
To commemorate the 100th anniversary of the departure, a
number of events will take place in Albany between 30 October
and 2 November 2014.
A grant of $1.8 million to the City of Albany will contribute to
a free community concert, a new Albany Town Square and a
revamped Stirling Terrace – acknowledged as one of the
State’s most significant heritage streetscapes.
In gearing up for unprecedented international exposure and the
thousands of people expected to make the pilgrimage, the City of
Albany is undergoing major transformation.
The Australian and New Zealand Expeditionary Forces – assemblage at and departure
from Albany – 1915 Albany Western Australia: W.F. Forster & Co Proprietors 'Albany
Advertiser' Printers and Publishers.
Photographers: W.H. Campbell and A.G. Sands.
The new technology, which will be installed
in the retail stores across the State, consists
of a new terminal and ticket checker. The
new ticket checker will have improved
functionality that offers the potential for
a self-serve feature, which players with
a Player’s Card can use if that is their
preference.
There will be new digital signage will
allow for more flexibility and creativity
in promoting products and jackpots.
Ultimately we intend this signage will
replace paper based point of sale material
introducing efficiencies for both the retailers
and Lotterywest. Digital signage will not
only allow improved product promotion but
also will allow for greater promotion of the
community benefit of playing Lotterywest
Games by showing grants stories and
corporate messages.
Another piece of technology under
consideration is a tablet style touch screen
device. This device has the ability to be
multi-functional and provide easy to access
information about lottery products and
grants information to customers.
The current retail shopfit design was first
installed in 2004. It is now very dated in the
style and the materials used. It is no longer
accepted by many of the newer shopping
centres who find it unsuitable for their
environment. A contemporary retail design,
which includes new external signage, is a
critical element in achieving the goal of the
engaging and new experience which we
want to offer the players.
Planning the redesign of the retail image
has included a review of the corporate
Lotterywest brand. The current brand
was launched 2003 shortly before it was
incorporated in the design of the existing
shop fit.
The decision to rebrand from the ‘Lotteries
Commission’ (still the legal name) to
Lotterywest represented at the time one of
the biggest strategic decisions ever made
by the organisation. It was undertaken
to position Lotterywest clearly as a
community brand with the design of the
20 Lotterywest Annual Report 2014
logo developed using the aqua and yellow
to represent the colours of the sun, sea and
sky of Western Australia.
After carefully considering market research
findings which confirmed the very high
recognition of the current brand, with its
unique and timeless design, it was decided
that it should be maintained essentially as
it was originally developed but with some
subtle changes. These changes are to the
colours, the weighting of the hand scripted
font and to some of the ways the other
elements of the brand are represented. The
‘refreshed’ Lotterywest brand can be seen
in this Annual Report.
Market research has also confirmed that
we need to keep telling the whole story of
Lotterywest and its role in the community.
We have to keep the story fresh and
interesting both to retain the engagement
of our loyal players and to attract new
and younger players. This research clearly
demonstrates that while players buy
the products primarily to fulfil their own
Lotto dream, they appreciate that even if
they don’t win, the money has gone to a
worthy cause. They say clearly that that
this connection is one of the main reasons
which keep them playing.
In addition research demonstrated that
people have little understanding of how
much is actually raised each year and only
a limited understanding of the vast range
of community organisations which are
supported. So in the year ahead, a new
corporate campaign will be developed to
remind the public of the whole Lotterywest
story and the overall benefit that playing
Lotterywest Games contributes to our vision
of ‘building a better WA together’.
Retail will continue to be the most significant
sales channel for the foreseeable future.
This year it generated 96% of all sales.
Significant resources will be directed
towards supporting our retailers and at the
same time we must continue to develop the
online sales channel.
21
Chief Executive Officer’s report
Customers expect the convenience of
being able to buy Lotterywest products if
they choose in the same way as they can
buy almost all products and services. With
increasing numbers of people using smart
phones and tablets the website has been
improved to make purchasing a product
on these devices easier.
We know we have competition from other
providers of online lottery services and that
the revenue generated from those sales is
being lost to other States. There must be an
attractive alternative for those players who
want a choice of sales channel or who want
the convenience of the online option.
All these plans including a number of new
initiatives in product development and
marketing, give us confidence we can
achieve our revenue targets in the period
of the Strategic Plan.
The Australian Lottery Bloc
Lotterywest has for many years managed
most of its products in a collaboration
with the other Australian Lotteries. This
arrangement commenced in 1982 when
the Lotteries in all States other than New
South Wales agreed to run Saturday Lotto
together. Bringing the States together to
run the game meant the population base
was large enough to create a life changing
prize pool which could be offered nationally.
Bloc products now contribute 86% of
Lotterywest’s revenue.
Since 1982 a range of other Lotto style
products all with slightly different features
have been gradually introduced by the
Bloc. There are now five Lotto style games
plus two minor products. New South Wales
joined the Bloc in 1994 with the launch of
OZ Lotto although they had been a member
of the Soccer Pools Bloc when that was
launched in the 1980s.
The games currently managed by the
Bloc are Saturday Lotto, Monday and
Wednesday
22 Lotterywest Annual Report 2014
Surf Life Saving WA
Keeping our beaches safe
Lotto, OZ Lotto, Powerball and the minor
products Soccer Pools and Super 66.
Commitment to Standards and
Corporate Social Responsibility
Each of the games is managed through an
individual legal agreement. The Lotteries
Commission Act (Section 6. (3)) gives the
Board the authority to enter into such
agreements with ‘designated authorities’ for
the joint conduct of lotteries.
Lotterywest adheres to values which were
developed as our guiding principles in 2003
as part of the rebranding to Lotterywest. As
well as those values we are also guided
by the underlying principles of Corporate
Social Responsibility to which all responsible
contempory businesses subscribe.
Lotterywest has given grants to Surf Life Saving clubs around
the State in recognition of the invaluable service they provide in
keeping our beaches safe.
Lotterywest was the first lottery in the Asia
Pacific Region to achieve the World Lottery
Association (WLA) Security Standards
Accreditation in 2011.
The $1.35 million grant will support a custom made helicopter
hangar and new office amenities to replace a temporary
hangar constructed between two sea containers and a
demountable office. It will also support a new communications
tower and operating base for SurfCom – Surf Life Saving WA’s
communications and emergency response hub.
The lottery in Victoria, Tasmania and
the Northern Territory has always been
operated under licence by Tattersall’s (as it
previously was known).
Prior to a decision by the Trustees of
Tattersall’s several years ago to float the
company on the Australian Stock Exchange,
it was a private company under a trust
structure which held the licence to run
the lottery in those States and Territories.
Tattersall’s now operates under the name
Tatts Group Ltd.
Under various regulatory arrangements,
subsidiaries of Tatts Group now hold the
license to operate the lottery in all other
States and Territories in Australia.
Lotterywest now has formal agreements
with each of the subsidiary entities of the
Tatts Group to operate the seven ‘Bloc’
games.
Tatts Group has moved their headquarters
from Melbourne to Brisbane and as part
of that move, arrangements have recently
been made to transfer the Lottery draws
to Brisbane.
The Bloc meets four times a year to monitor
game performance, plan changes to the
products to improve their performance and
to consider new product development.
The Bloc develops a five year rolling plan
for these developments and reviews the
plan twice a year.
A new Bloc product has been in research
and development for the past year. This will
be launched towards the end of 2014.
The achievement of this security
accreditation required a review of every
aspect of the organisation to ensure our
operations are in compliance with global
lottery industry standards. It included a
review all technology related activity, all
physical building standards as well as
business process controls and people
related security standards. The accreditation
which involves an external audit process
is for three years. This year we have
submitted an application for renewal
of accreditation. The application is still
currently before the WLA auditors.
Grant profile
A grant for a new heliport and emergency response
communications facility will transform current makeshift conditions
into a streamlined and efficient hub based at Rous Head,
Fremantle.
SurfCom and the Westpac Lifesaver Rescue Helicopters
both have increased and vital roles in managing coastal
safety in Western Australia; the Westpac Lifesaver Rescue
Helicopter service has recently expanded and SurfCom has
grown from a weekend operation to a 12 hours a day/365
days a year.
The West Australian community is set to benefit from the upgrade
with improved response times expected as a result
of centralised modern facilities.
Construction of the new base is expected to be completed
by mid 2015.
L-R: Jan Stewart, Retailer Ned Vulin (from Hampden Road Lottery Centre and
Newsagency), The Hon Colin Barnett MLA, Mark Irwin (Surf Life Saving WA President)
with the Rescue Helicopter Crew announcing a new Heliport and offices at Surf Life
Saving WA’s Rous Head base.
The other World Lottery Association
standard which is equally important to
Lotterywest is the Responsible Gaming
accreditation. This includes adherence to
approved product marketing standards,
to ensuring we have minimised the risk
of underage play and that we include
a responsible play message on all
marketing material. Lotterywest achieved
accreditation to Level 2 in 2011. This year
we have applied for accreditation to Level
3 and are waiting on the outcome from
the World Lottery Association Independent
Assessment Panel.
The section on page 29 outlines our
activities which fall under our commitment
to conducting all aspects of our business
according to the highest standards of
corporate social responsibility.
23
Chief Executive Officer’s report
International networks
Lotterywest has been an active member
of the World Lottery Association (WLA) for
many years. WLA is a valued source of
lottery industry specific information which is
readily shared between members.
WLA sets accreditation standards for
Security and Responsible Gambling and
holds regular conferences and seminars.
Conferences are held every two years with
the next one scheduled for November 2014.
Lotterywest will be represented at that
conference.
Lotterywest is also an active member of
the Asia Pacific Lottery Association (APLA),
a regional association for the lotteries in
South East Asia, the Pacific, Australia and
New Zealand. I was appointed as inaugural
Chairman of APLA when the association
was established in 1999 and held that
office for five years. Secretariat services to
APLA have been provided by Lotterywest
staff since that time until 12 months ago
when the role was transferred to Magnum,
one of the Malaysian Lotteries. I am
currently a member of the APLA Executive
Committee and will stand down from that
role at the regional conference to be held in
Guangzhou, China in October 2014.
This year in my capacity as a member of
the Executive Committee of APLA, I attended
two regional conferences. Each was also
attended by two other staff members. In total
this year seven of our staff members have
been given the opportunity to attend lottery
industry conferences, to listen to specialist
speakers, to make presentations and to
develop global networks. The investment
in sending staff to these conferences is
invaluable given that no local opportunities
for lottery industry development or training
exist other than WLA or APLA hosted
seminars and conferences.
Our People and our Capacity
All of our achievements are possible only
through the enthusiastic contribution of
our valued staff. Building their skills and
capacity in a way which allow us to respond
quickly and flexiblity to the many business
challenges facing our industry in these
times of change has been a clear focus in
the past two years.
This has involved a comprehensive
organisational development strategy with a
particular focus on our mid-tier managers
to build their leadership and management
abilities. We have been impressed with
the enthusiasm each member of that
team of managers as demonstrated in
their willingness to accept new levels of
responsibility and the leadership they have
shown in working with the Executive Team
on the implementation of our new
Strategic Plan.
As part of building organisational capacity
we reviewed the resource needs of a
number of sections of Lotterywest. This led
to some restructuring of some departments
resulting in a number of voluntary
severances. These changes have allowed
us to recruit new staff with the skills we
need for the future. These include skills in
digital marketing, product marketing in
general, in grant making and in technology.
Many of those who accepted the voluntary
severance offers were long serving and
highly valued employees of Lotterywest. We
express our appreciation to them for all they
have done for our organisation during their
time with us.
These structural reviews also identified
the need to increase staff numbers in
some areas in order to meet the resource
requirements required by some of the
new initiatives in the Strategic Plan. The
main area of grow has been in Business
Operations where additional resources have
been required for product management
and marketing for the new requirements of
digital marketing and management of the
online sales channel. There has also been
some growth in Grants and Community
Development to respond to the increased
demands.
L-R: Leah, Jan, Belinda, Pina and Jody from the
Executive and Corporate Communications teams.
24 Lotterywest Annual Report 2014
A conference for all Lotterywest staff was
held in November 2013 at which we formally
launched the new Strategic Plan. The day
was spent discussing specific actions
needed to achieve the goals of the plan.
A very important project of the past year
as part of our internal business improvement
goals has been the introduction of an
electronic document records management
system. Until now Lotterywest has relied
essentially on a manual system which does
not meet modern workplace standards
and which also carries the risk as a manual
system of non-compliance with relevant
record keeping legislation. This new
automated system will create a far more
efficient and reliable process for record
keeping and for ease of access to key
documents.
The first stage of this system will be
implemented in the first quarter of 2014/15
with roll out across the organisation by the
end of this calendar year.
1.
There is more detail on the capacity building
activities and achievements of the past year
on page 70.
As always we have asked a great deal of
our staff this year. The results achieved in
all aspects of our business show just how
well they have responded to the challenge.
I am grateful for their continued loyalty and
contribution to the work of Lotterywest and
I am particularly grateful to the General
Managers, who make up the senior
leadership group, for all that they have
achieved this year.
2.
Earlier in the calendar year 2013 the
Government confirmed the extension of
the Chairman’s term of office for another
three years. In August 2013 and June 2014
respectively the terms of appointment
of Commissioners Sheila Hood and Maria
Harries were extended for a further
three years.
We welcomed a new member of the
Board, Commissioner Stephen Carre, to
fill the vacancy created by the resignation
of Commissioner Ray Bennett in December
2013 whose services we greatly
appreciated.
3.
The Board of Lotterywest is a strongly
commercially focussed board with a
diverse range of skills and expertise. It is
also a Board which is equally strongly
focussed on the role of Lotterywest in
contributing to building a better WA.
The extension of the terms of three of
the members has given considerable
stability in the Board to lead the period
of change ahead.
I express my appreciation to the Chairman
and Members of the Board for their
leadership and oversight of Lotterywest in
the past year and the personal support they
offer me.
1. L-R: Richa, Lauren, Michael and Karen
from Retailer Learning and Development.
2. L-R: Dianne, Gabrielle and Aisling from Sales
and Customer Services.
3. L-R: Adam and Lorna from Grants and
Community Development.
25
Chief Executive Officer’s report
A reflection and farewell
This will be the last annual report I will write
before my retirement from Lotterywest in
December 2014. This year I have decided
to include a short reflection on what has
happened over those years, my hopes for
the future of Lotterywest and to record my
farewell and gratitude for the privilege of
being entrusted with the role of CEO
since 1992.
My time at the Lotteries Commission, as
it was still known, began in 1987 as the
first Grants ‘Consultant’ employed by the
organisation to assist the Board in its grant
making decisions. In 1990, I became the
first Director of Grants, a new section of the
organisation created especially to manage
the grant making function of Lotterywest.
At the time when I began working at
Lotterywest the first computerised Lotto
terminals had been in place little more
than a year. There were then only two Lotto
games – Saturday Lotto and ‘Midweek Lotto’
and a small number of instant lottery games.
Since that time we have replaced the Lotto
terminals three times and will be doing so
again next year along with other technology
the like of which we would never have
dreamed in those early years. There are
now five games of Lotto and a wide range of
different styles of instant lotteries.
Sales turnover in 1987 was $186 million
and the amount returned in total to all the
beneficiaries was $74 million. Sales last
year exceeded $797 million and tickets are
sold not only through retail but also through
the online channel which was established
in 2011. The return to all beneficiaries was
$271.2 million and of that this year a record
$124.5 million was given in direct grants 1017
different organisations.
The Lotteries Commission changed its name
to Lotterywest in 2003 and is now one of the
most recognised and respected brands in
Western Australia. The leadership we offer
to the community is now valued as much
as the funds we raise.
26 Lotterywest Annual Report 2014
The Western Australian film industry which
has been built on Lotterywest funding since
1992 has produced internationally award
winning films. The Perth International
Arts Festival which became a named
beneficiary at the same time, has grown to
the extent that next year will be the biggest
ever with the inclusion of the ‘Giants’.
This extraordinary three day outdoor
performance portrays a very special local
story about the little girl in the lighthouse
near Albany who communicated with the
troops leaving for the battlefields of Europe
and Turkey and will be part of the events to
mark the centenary of Anzac.
Supporting the RSL in their commemorative
responsibilities and giving help to community
groups in a range of events and projects to
tell the Anzac story during this very important
time for the whole nation will be one of the
important areas of focus for the grants team
in the forthcoming four years. The Grants
team will continue to expand their work in
all its diversity to find innovative ways to
help the community respond to the many
challenges they face and to build a better
WA together.
The year ahead will see the implementation
of the ‘Retail Transformation Program’ and a
new retail image. The first new Bloc product
for a number of years will be launched. A
new Player’s Card will be introduced and the
Play Online service will offer a mobile friendly
way of purchase.
It is my hope that the Retail Transformation
Program in every element will be truly
transformational – that it will create renewed
interest from our existing customers and
that it will attract a new player base that will
experience a modern customer focussed
service using contemporary technology to
enhance their experience in both retail and
in the online channel. I hope our players will
be equally engaged in knowing that they are
contributing to their community as they are in
the dream of winning a life changing prize.
It has been an honour to have been part of
Lotterywest over these many years and I
Returned & Services League
thank those who made the decision to offer
me the opportunity to lead this wonderful
organisation 22 years ago.
I am deeply appreciative of the work of our
retailers, who represent the public face to
our players. I have always greatly enjoyed
my interactions with them.
It has been a privilege to work with so many
people in our community sector – people of
vision and creativity in all fields of community
service, the arts, sports and health.
Many people have gone out of their
way to offer me personal support and
encouragement along the way - past
Chairmen of the Board and Board members,
colleagues in the lottery business throughout
the world and people in the business and
community sectors, the Ministers who have
held the Lotteries Commission portfolio and
more recently the Premier, the Hon. Colin
Barnett, MLA who has held the Lotterywest
portfolio since 2008.
I thank all of them but above all I thank
the very special people with whom I have
worked over the years at Lotterywest – staff
throughout the organisation who have made
doing my job possible. They have been an
inspiration to me.
I know that I leave a team at Lotterywest who
will continue to do great things and that our
vision of ‘building a better WA together’ will
endure in the years ahead.
Jan Stewart, PSM
Chief Executive Officer
Western Australians have an
inspirational history of service to their
country and of turning out in their
thousands to remember those who
have fallen.
An estimated 10 per cent of WA’s total
population, or 32,231, volunteered to
serve in the First World War 100 years
ago – the highest proportion of any
State. Indeed, more than one quarter of
the Australian soldiers who landed at
Gallipoli on 25 April 1915 were Western
Australian.
This year, record numbers of people
rolled out of their beds to attend Anzac
Day dawn services throughout the State.
Crowds doubled in places like Albany
and Port Kennedy. Rockingham attracted
15,000 people and Kings Park 40,000.
In Perth, as in more than 100 regional
locations, Anzac Day offered people a
sense of belonging and an opportunity
to engage and educate the next
generation. Gunfire breakfasts – open
to the community – parades and midmorning services made this a heartfelt
national day.
All of these events were supported
with grants from Lotterywest, which
joined with the community in honouring
Western Australians who have served
and died for their country.
Up until 2001, the Returned & Services
League met all costs for Anzac services
itself. Much of the voluntary labour
to plan and manage these events
was provided by ageing veterans. So
Lotterywest stepped up, taking the
view that the RSL should be supported
in its important role of organising
these commermeration events for our
community.
In 2006, Lotterywest expanded its support
for sub branches throughout WA, as well
as for the community breakfasts.
Since then Lotterywest support has
blossomed to help meet the cost of audio
and visual systems, transport, food,
volunteers, ambulance and medical
support to make the Anzac Day events
safe and enjoyable.
Lotterywest continues to be the biggest
source of financial support for Anzac Day
events and this year provided $953,000
Grant profile
towards the
Kings Park service, the city parade
attended by 60,000 spectators and the
mid-morning service at the Supreme Court
Gardens – as well as 101 locations around
the State.
In addition, Lotterywest has provided
numerous grants to help maintain RSL
buildings, equipment and memorials
and specific assistance for the Centennial
years 2014-18.
My Lotterywest:
“The Returned & Services League in
WA depends on many partnerships
to provide commemoration and
other services. None is as valuable
as that of Lotterywest. We are
greatly indebted to Jan Stewart
and her entire team.
Lotterywest is indeed a
great, generous and
highly respected Western
Australian icon”.
Graham Edwards, AM is the State
President of the Returned &
Services League of Australia.
In 2001, Lotterywest provided its first
grant of $15,000 as well as $20,000 for
a review of Anzac services. In 2003, the
Perth dawn service was funded.
27
My Lotterywest:
“Many employers talk about making a
difference… but at Lotterywest you really do
see the difference you make every day”.
Gary, Information Services
Corporate social
responsibility
The way in which we operate
our business is as important as the
business results we achieve.
Lotterywest is a Government organisation
bound under the Public Sector Management
Act and by ethics and standards required of
all members of the public sector of Western
Australia. These are supported by our own
organisational values in the conduct of
every aspect of the business.
The funds raised for our beneficiaries come
from gaming products. The management of
those products is undertaken according to
Lotterywest values and to all industry codes
and standards.
We endeavour to minimise our impact
on the environment and continue to work
towards improving our use of energy and
to reduce wastage. We aim to provide
easy access for people with disabilities
to our services. We celebrate the unique
and valuable contribution of Aboriginal
culture and people to our business and the
broader community.
The following programs are intrinsic to the
conduct of our daily business and include
a range of programs and initiatives to
encourage awareness and engagement
across our organisation and beyond.
Disability Access and Inclusion Plan
L-R: Alice, Dee-Anne, Kerry, Gary, Leah, Rob, Tony, Chris,
Nerreda, representing the Social Committee.
28 Lotterywest Annual Report 2014
Lotterywest has a Disability Access and
Inclusion Plan (DAIP) (2012-16) which
describes how we will improve the
experience of people with a disability when
they visit, work or communicate with us. The
annual review of this plan is by an internal
work group. Its outcomes are reported each
year to the Disability Services Commission.
The working group has representation from
Corporate Communications, Information
Services, Grants and Community
Development and Corporate Services.
In addition, the team from Grants and
Community Development have expertise
in the field of disability and collaborates
extensively with community organisations
delivering services to people with
disabilities. This ensures our grants are
relevant and support not only basic services
but new and innovative approaches
and capacity building in the sector. An
independent advisory panel of experts
in the field creates an important industry
reference point for the grants team.
Reconciliation Action Plan
Lotterywest developed a Reconciliation
Action Plan in 2009 which included cultural
awareness training. This year we have
begun work to review this plan.
Our focus in recent times has been on
making our grants programs accessible
to Aboriginal people. This includes grants
staff regularly visiting remote towns and
communities to help Aboriginal people
with our grants processes. We are proud
to fly the Aboriginal flag at the front of
our building as a mark of respect to the
traditional custodians of this land and we
always pay our respects at Lotterywest
meetings and events.
In the year ahead two young Aboriginal
trainees will join Lotterywest.
29
Corporate social responsibility
Responsible Gaming
Lotterywest’s commitment to responsible
gaming ensures the highest level of
transparency and safeguards are in place
to ensure players enjoy our products in a
safe way. Our accreditation within the World
Lottery Association’s Responsible Gaming
Framework ensures we embed this thinking
across Lotterywest and our commitment is
organisation wide.
We are currently accredited at Level 2 which
focuses on basic standards and planning.
In May, we submitted for Level 3 which
focuses on implementation of our plan. The
ten focus areas include research, employee
programs, retailer programs, game design,
remote gaming channels, advertising
and marketing communications, player
education, treatment referral, stakeholder
engagement, reporting and measurement.
These focus areas will shape our approach
and ensure we lead our business in line
with the highest international standards.
In addition, Lotterywest is a member of
the Western Australian Problem Gambling
Foyer Oxford
Support Service Committee. Other members
include Crown, TAB and the Department of
Child Protection. The Committee is chaired
by the Director General of the Department of
Racing, Gaming and Liquor.
The committee supports an awareness
raising campaign in May each year where
the message ‘When Does the Fun Stop
for You?’ is delivered through a range of
channels and media. This encourages
players to only spend what they can afford
and gives them contact points to seek help if
they or a family member or friend is at risk.
Studies of problem gambling locally and
nationally have shown lottery games do not
significantly contribute to the incidence of
problem gambling, however our goal is to
work with the broader group to minimise
the harm from gambling in our community.
Lotterywest provides the core funding for
a state-wide problem gambling support
service to those in need in our community.
Lose your
y
play mone
Lose your
car
Lose your
family
30 Lotterywest Annual Report 2014
According to Foundation Housing CEO, Kathleen Gregory,
every night there are about 6,000 young Western Australians
without a bed of their own. Tackling this complex problem of youth
homelessness is ground-breaking WA project, Foyer Oxford.
The Foyer model is considered best practice as it provides longterm transitional accommodation, comprehensive support and
access to education, training and employment opportunities.
Housing 98 young people, including 24 parents and their
children in a purpose-built, four storey building on the Central
Institute of Technology Leederville Campus, Foyer Oxford is part
of an international movement assisting young people at risk of
homelessness to transition into independent living.
21 year old resident and mother of a three year old, Rekiesha
came to Foyer after ‘couch surfing’ with a newborn.
A joint project of Foundation Housing, Anglicare WA and
the Central Institute of Technology in Leederville, Foyer was
supported with a Lotterywest grant of $3.2 million towards
construction and fit-out.
“Foyer to me was like a light at the end of the tunnel…
it made me realise that just because I was young and a parent,
I didn’t have to let go of my goals.”
“…now I’ve just finished my Cert IV in Beauty Therapy…
“I’m still going up that ladder but it’s not out of a dark place
anymore, it’s to where I was always meant to be.”
Lotterywest aims for environmentally friendly
practices including reducing power usage
and our carbon footprint.
Lose your
ney
grocery mo
Lose your
savings
A light at the end of the tunnel.
Environmental and Energy
Management Plan
dit
Lose a cre
ment
card repay
Lose your
friends
Grant profile
to lose.
u ca n afford
e
more tha n yo
u or someon
yo
Don’t gamble
if
ine
lpl
bling he
Call the gam
lp.
he
s
ed
out ne
you care ab
Achievements during the past year were
a continued replacement of fluorescent
lighting with low power, energy efficient
LED lighting. This initiative has already
resulted in significant power consumption
reductions. Air conditioning units replaced
at end of life with more energy efficient
models. All printers have been default set
to black and white, double-sided printing to
reduce paper use and recycling bins have
been placed in all print rooms to reduce
paper wastage. The impact in the coming
year of our Electronic Document Records
Management System implementation aims
to see a significant decline in paper usage
across the organisation. Finally, the planting
of water-wise native gardens at Lotterywest
Head Office in Osborne Park will ensure an
attractive and sustainable environment.
31
Planning for
our future
The way in which we operate
our business is as important as the
business results we achieve.
Strategic Plan 2014-18
These four areas are:
A new Strategic Plan was developed during
the latter half of 2013. The process, led by the
Board, included a comprehensive internal
and external environmental analysis of all
aspects of our business.
•Products and Services – comprising
lottery products and all the services to
various groups of customers who play
the games. It also includes the services
associated with grant making.
The charter of the Lotteries Commission Act
is dictated by the authorising legislation. This
new plan seeks to set the direction for how
the objectives as outlined in the Act will
be achieved.
•Distribution – this covers the traditional
retail channel as well as the digital
channel. It also includes the distribution
of grants – including access to grant
information, lodging of applications and
post approval processes.
Lotterywest’s structure as a public sector
entity has been clearly endorsed by the
Government and that is widely supported in
the community.
‘Building a better Western Australia together’
is the challenge that we have set as the
ultimate contribution we want to make to
our State.
We will achieve this by continuing to work in
a spirit of partnership with the many different
stakeholders – including retailers, our staff,
the many suppliers of goods and services
and with the beneficiaries of the funds
we raise.
In order to achieve this vision, four key
strategic areas have been identified which
comprise the business. Each of these areas
has specific goals and plans to achieve the
strategies set for the period of the plan.
“I enjoy working for a positive organisation
that benefits the community. Seeing
familiar faces & places on our ads makes
me proud I have contributed”.
Brodie, Strategy and Planning
•Communications and Branding –
includes the promotion and positioning
of the corporate brand, the marketing
and advertising of lottery products and
communications about grants and grant
services to the various of stakeholder
groups.
•Capacity – this refers to all aspects
of Lotterywest’s capacity to deliver on
business requirements – i.e. human,
financial and technological resources.
Projects in process to achieve our
strategic goals
There are a number of major projects
which are critical to the achievement of the
business outcomes and revenue goals set
for the next four years.
Some of those projects are about
responsibly increasing sales. Others are
about building the capacity of Lotterywest in
various aspects of business.
32 Lotterywest Annual Report 2014
My Lotterywest:
L-R: Chris, Brodie, Alan, Andrea and Kerry
from Strategy and Planning.
33
Planning for our future
Our Strategic Framework
A consistent modern retail brand is critical to
the business success of each member of the
network as well as Lotterywest as a whole.
This diagram describes the key elements of our
business model and provides the framework to
achieve our business goals.
L-R: Sonya, Rebecca, Trish, Janine, Monique, Duncan and
Christine from Product Marketing.
Lotterywest will cover all cost of technology
and external signage. Retailers will cover
the cost of the shop fit. An affordable
and manageable timetable and process
for the take up the new retail design
will be developed. There will be regular
communication with retailers including
bulletins, face to face presentations,
opportunities for personal discussion and
engagement throughout this project, as
there will be with many other stakeholders.
Vision
Building a better
WA together
Mobile applications
Products
and Services
Distribution
Communications
and Branding
Lotterywest has offered an online channel
marketed as ‘Play Online’ since February
2011. Online has become an increasingly
popular option for some players and
currently makes up 4% of sales.
With the increasing number of people
accessing the website through mobile
devices one of the important projects this
year was to launch a mobile optimised
website.
Capacity
Retail Transformation Program (RTP)
The RTP comprises a number of interrelated
projects aimed at transforming the
experience of the player in retail. It includes
redesigning the appearance of our retail
network and implementing new technology.
The aim is to secure the continued
patronage of our loyal players and to attract
a new and younger market – a challenge
throughout the lottery industry.
The experience for Play Online players will
be an improved Player’s Card for all players.
In the past year significant progress has
been made in the extensive planning phase
34 Lotterywest Annual Report 2014
required for implementation of the Retail
Transformation Program.
The program consists of three project areas:
1. The design of a contemporary retail
image to refresh the appearance of the
distribution network in order to ensure
continued business success within the
evolving modern retail space.
2. Update of new technology in store to
take advantage of the next generation of
retail terminals and electronic devices, which
will allow players greater opportunity to
engage with our products.
The mobile site went live early in 2014. It was
specifically built to work across all mobile
devices, with the aim of providing users with
an improved experience and increasing
overall satisfaction when accessing
Lotterywest information and playing on their
mobile device.
3. A new Player’s Card with a range of
improved features that will enable players
to interact across multiple channels and
devices as they choose. By registering for the
new card, players will be able to play both
in-store or online for their convenience.
The roll out of the technology in retail
throughout the network will begin in
the later half of 2015. The process of the
implementation of the new retail image by
all retailers is anticipated to take at least
two years, although we will encourage take
up of the new design as soon as they can
manage to do so.
Player feedback is being collected on the
mobile optimised website. The need for
further improvements and additional mobile
options, such as an App, will ensure we stay
competitive in the digital space.
There are other mobile friendly website
options which players could choose to use
for lottery purchases quite apart from the
mobile friendly sports betting channels
which offer a different kind of competition
particularly to the younger market.
Business intelligence and
market research
Electronic Document Record
Management System (EDRMS)
Knowledge of our customers and their
purchasing behaviour is fundamental
in informing decisions on how best to
responsibly grow the sales of our products
in future years. As part of improving our
understanding of our market, a brand
positioning study was undertaken last year
to identify different player segments and
value shifts within Australian society that will
shape product and marketing strategy over
the coming years.
Lotterywest record keeping has essentially
been a manual process which has
inefficiencies and risks of non compliance
with Government record keeping polices and
legislation. One of the priorities in capacity
building across Lotterywest has been the
implementation of an EDRMS which would
mean far more efficient storage and retrieval
of documents and records with long term
cost savings, reduced use of paper and
reduction of risk. The first roll out of this new
way of record keeping integrated into work
processes will begin in July and will be
completed across Lotterywest by late
August 2014.
In order to execute more targeted and
customised marketing activities it has
become imperative that we build a data
warehouse that enables tracking and
measurements of the success of our
activities. This will form part of business
activities in the year ahead.
It is important that Lotterywest has a
comparable service for those players who
expect the convenience of this kind of service
for many of their purchases.
35
Lotteries Commission
Act (1990) and distribution
to beneficiaries
The Lotteries Commission Act directs
how revenue raised for beneficiaries
should be distributed.
Using a formula based on ‘net subscriptions’
(i.e. sales less prizes paid) the Act specifies
that 40% should go to the Department of
Health for the support of the State’s hospitals
(see page 83).
A further 5% is directed to the Sports Lottery
Account and the same amount to the Arts
Lottery Account. The Minister responsible for
each of these respective portfolios distributes
these funds to various organisations (see
pages 70 and 86-87).
A further 12.5% of net subscriptions (plus
any other revenue which the Commission
receives including interest earned on
investments and unclaimed prize money)
is specified in the Act for direct distribution
by Lotterywest to eligible charitable and
community organisations and local
Government Authorities for ‘approved
purposes’ (i.e. charitable or benevolent
purposes).
The Board is responsible for the
management of the direct grants and
for making grant recommendations on
individual applications for approval by
the Minister who holds the Lotterywest
portfolio. The Premier under this Government
and the past Government has taken this
responsibility.
36 Lotterywest Annual Report 2014
The Act also specifies an additional
amount up to 5% of net subscriptions
should be given for the support of the
Perth International Arts Festival and for
the support of the Western Australian
commercial screen industry. These grants
are managed by Lotterywest.
The recipient of this grant is the University
of Western Australia as the auspicing body
of the Perth International Arts Festival. The
recipient for the commercial film industry
grant is ScreenWest, which is the authority
responsible for developing the screen
industry in WA (see pages 68 and 77).
The broad definition of eligibility (notfor-profit groups and local government
authorities for ‘charitable’ or ‘benevolent’
purposes) gives Lotterywest considerable
scope to make direct grants to a diverse
range of organisations for a wide range
of purposes.
The Board seeks to maintain a balance in
grant decision making between supporting
organisations that offer services to the most
disadvantaged members of the community,
and those seeking to build the community
for the benefit of all.
Grant profile
Girls from Oz
Out performing in regional and
remote WA.
The Girls from Oz (g-oz) program is capturing the
hearts and inspiring budding young performers
in Carnarvon and Halls Creek.
Formed by the directors and alumni of the
Australian School of Performing Arts and
with a focus on Indigenous girls and young
women, g-oz offers awesome life experiences,
encourages growth and increases opportunities
using performing arts as the hook of
engagement.
With the support of a Lotterywest Grant, the
program continues to offer something for every
young woman, including song, dance, drama,
language and storytelling.
According to the g-oz team, the sense of
achievement that participants feel from being a
part of the program leads to a heightened sense
of personal ability and greater motivation to
pursue further education, training or employment
opportunities.
For Melanie O’Neil from Halls Creek District High
School, being a g-oz participant has boosted her
confidence to sing and dance in front of a crowd.
“First of all when we were standing in front of an
audience, we were stage struck but as soon as
we started singing we just wanted to let it out.
“I felt really good and we just wanted to do it
again and again.”
Details of the way funds raised for
beneficiaries are used are outlined
from page 52.
37
Products and
services
Core strategy
– Develop an enhanced portfolio of products that
appeals to existing and new players.
– Deliver an effective and creative direct grants program.
Games
Achieving sales targets means both the
continuous improvement of existing products
and the exploration of opportunities to
introduce new games which will provide
responsible revenue growth.
Below is an analysis of the performance
of each of the products, the improvements
introduced in the past year and the plans
for future improvements.
The Australian Lotto Bloc, described earlier
in the CEO’s introduction maintains a
research function to explore any new products
which may be successful in the Australian
market. Considerable work has been
undertaken in the past year to identify such
a product and this will continue into the new
financial year.
Saturday Lotto
Saturday Lotto was the first Lotto game
introduced to Western Australia in 1979. It
became a Bloc game in 1982 when the Bloc
was first established. It is the ‘heritage’ brand
of the Lotterywest product portfolio which
now includes five Lotto games. Saturday Lotto
continues to be the main contributor to annual
sales, contributing 41.5% to sales this year.
As a percentage of total sales, Saturday Lotto
is impacted by the number and size of the
jackpots in OZ Lotto and Powerball. The larger
the jackpot, the higher are the sales of those
products, which means a reduction in the
percentage contribution of Saturday Lotto to
total product sales.
38 Lotterywest Annual Report 2014
This year, because the jackpotting activity in
OZ Lotto and Powerball was lower than in
the previous financial year, Saturday Lotto’s
contribution as a percentage of sales was
greater by 4%. Overall sales of Saturday
Lotto increased by 0.6% compared with
last year which is broadly consistent with
national trends.
There are a number of factors which
contribute to the performance of this very
mature product. Some of this is simply
cannibalisation by the other products
particularly the jackpotting games but some
appears to be the result of changing player
behaviour.
This can be attributed to widespread
changes in retail trading hours which offer
much greater flexibility than previously when
customers can shop.
In July 2014, there will be a price increase to
Saturday Lotto by 5 cents, from 60 cents to 65
cents per game (plus retailer commission).
There will be no changes to the mechanics of
the game. Once again this increase supports
prize levels across Divisions two to six.
Our Lotterywest:
“Lotterywest’s funding has allowed us to develop a state-of-the-art
community laboratory so we can welcome people into our world
of medical research”. Professor Peter Leedman
In the forthcoming year the Bloc will undertake
market research to guide further action to
improve the performance of Saturday Lotto.
L-R: Professor Peter Leedman Director of the
Harry Perkins Institute of Medical Research
and Professor Peter Klinken Past Director and
WA Chief Scientist enjoying the experience of
selling a ticket at Broadway News Nedlands.
“The support from Lotterywest for medical research has been
sensational. Without it, I shudder to think where medical research
would be in WA today”. Professor Peter Klinken
39
Products and services
Monday and Wednesday Lotto
Powerball
Sales of this product increased by 15.1%
compared with the previous year.
Similar to national trends for the
performance of this product, sales for
Powerball declined 6.5% compared with its
performance in 2012/13.
In October 2013 game changes were
made to Monday and Wednesday Lotto.
The Division 1 prize offer increased from $1
million guaranteed for up to two winners
per draw, to giving four winners the chance
to pick up a million dollars each in every
draw. A price increase from 50 cents per
game to 55 cents per game (plus retailer
commission) was also introduced which
helps to support prize levels across all the
game’s prize Divisions. These changes were
made possible by the Golden Casket Lottery
in Queensland (operated by the Tatts Group)
joining the game.
It is this guaranteed Division 1 prize
feature which distinguishes Monday and
Wednesday Lotto from Saturday Lotto.
Saturday Lotto is a completely pari-mutuel
game meaning that the Division 1 prize as
well as all other prize divisions is determined
by the number of those holding the winning
numbers. Thus it is not possible to guarantee
the amount of the top prize.
Sales performance to date indicates that
these changes have been well received by
our players. Participation in the game has
improved and sales have increased.
In addition to the changes made to the
game, the double dividends events
promoted as ‘Double Win Days’ moved from
Monday Lotto to Wednesday Lotto. This has
proven to be a popular change, with sales
increasing by 8.9% as a result of moving the
event to Wednesdays.
OZ Lotto
Sales of OZ Lotto were 14.8% less than last
year. Because of the relatively low level of
jackpots, the prizes on offer were 17.9%
less than last year. Despite this, sales were
still strong and above the budget set for
this game partly as the result of one lucky
jackpot run culminating in a $70 million prize
offer just in time for Christmas 2013. This
jackpot roll resulted in sales of $38.5 million.
40 Lotterywest Annual Report 2014
A change to the game structure in March
2013 meant Powerball is now played
by drawing six balls from 40 in barrel A
(previously five balls from 45) and one ball
from 20 in the Powerball barrel (previously
one ball from 45). The change was
designed to increase the game’s likelihood
of jackpotting more often. This year there
was one significant jackpot roll culminating
in a $50 million prize offer on Boxing Day
2013. This jackpot roll resulted in sales of
$29.3 million.
Instant lotteries
Instant lotteries were originally introduced
in 1982, and branded as Scratch’n’Win,
offering a range of games with a variety of
play styles and price points from $1 to $20.
Scratch’n’Win is designed to offer a lighthearted and fun option of playing a game
of chance.
Sales for Scratch’n’Win were $96.9 million,
2.1% higher than last financial year. While
this product has shown limited growth for
a number of years, this is in line with global
industry trends.
Some new product innovations were
introduced this year. Contracts have been
negotiated with three of the largest and
best known providers of these Instant lottery
products. We choose the best options for
our market from a wide range of product
selections.
One of the innovations launched this year
at Christmas was the first ever ‘Game Book’.
This product produced in booklet form
featured nine different exciting games. The
product immediately proved very popular
and another series is planned for launch
next year.
The ‘Cars and Cash’ ticket offered players
the chance to win a top prize of cash or a
Mini Cooper.
$10 Double Dollar Fortune was released,
which is a scratch game on the front with extra
chances to win on the back with ‘pull-tab’
games.
Market research was undertaken this year to
give more precise information on the market
for this product. Frequent, regular and lapsed
players from different age groups, gender and
geographical areas were interviewed as part
of this research. Whilst the respondents still see
the essence of the Scratch’n’Win brand as being
‘light-hearted’ and ‘enjoyment’ – which clearly
differentiates this product group from Lotto
products – the research has identified some
potential in improving the prize structure for the
different tickets. This will be incorporated in the
ticket range in the forthcoming year.
Other products – Cash 3,
Soccer Pools and Super66
Perkins Institute of
Medical Research
Grant profile
Our health is in their hands
Inside the Lotterywest BioDiscovery Centre, it’s all about real
science in action.
Just one of the many facilities at the new state-of-the-art Harry
Perkins Institute for Medical Research in Nedlands, the Centre is
inspiring the next generation of medical researchers.
As community and school groups step inside the Centre, they
can don a lab coat and get a hands-on experience into the real
world of medical research. Through Live in the Lab sessions, they
can even extract and examine their own DNA and compare it
to living cancer cells.
The Harry Perkins Institute’s Community Education Manager,
Pauline Charman believes community interaction in areas at
the new Perkins facility like the Lotterywest BioDiscovery Centre
offers opportunities for people to get a clear understanding of
how science and medical research is going to affect their
health for the future.
“We all have a body and we should know about it,” she says.
Lotterywest has an extensive history of supporting medical
research in WA and is proud to have supported the construction
of the Harry Perkins Institute for Medical Research with
$7 million in grants.
The Harry Perkins Institute for Medical Research, which is
home to 800 laboratory and clinical based researchers from
around the world was officially opened by Prime Minister
Tony Abbott in March 2014.
Lotterywest offers three minor games in
addition to the major Lotto products and instant
lotteries. These games contribute approximately
2% to sales turnover.
Cash 3 is a three-digit numbers game originally
launched in 1996. It is a fixed-odds numbers
game run by Lotterywest. This is not a Bloc
game. Number games similar to Cash 3 in
some markets are highly successful, particularly
in Asia, where in some instances they
outperform Lotto games. In WA this is a ‘niche’
product with a small but loyal following.
Soccer Pools is the only sports based product
offered by Lotteries in Australia. This game
is run in partnership with the Bloc. It is a
traditional sports game based on the results of
international soccer games.
The third minor product is Super66, a fun
add-on game to the Lotto games which is also
offered in partnership with the Bloc.
Sales for Cash 3 have increased by 8.2%.
Super66 sales have decreased by 7.1% and
Soccer Pool sales have decreased by 24.2%,
in line with national trends.
We expect sales of these products to
increase slightly with planned cross promotion
of these games with our major products in
the year ahead.
41
42 Lotterywest Annual Report 2014
2010
2011
2012
2013
2014
2010
2011
2012
2013
2014
2010
2011
2012
2013
2014
2010
$4.0
$80
$100
$140
$350
$160
$375
$8.8
$9.3
$10.0
$10.8m
$8.3
$2.0 $4.0 $6.0 $8.0 $10.0
Millions
$0
2011
2011
2012
2012
$3.9
$3.6m
$3.0
$94.9
$96.9m
2010
$2.8
$2.9
$2.0
$98.8
$100.0
$60
$99.6
2014
$2.8
$1.0
Millions
$40
2013
Millions
$2.0
$104.1
$132.8
$173.3
$147.6m
$100
2011
$0
$1.5
$80
$125.8
$60
$325
$120
$300
$328.9
$330.9m
$320.9
$360.4
Millions
$40
$275
2010
2012
$1.1m
$1.3
$1.4
$1.4
$1.0
2014
$1.8
$0.5
70
2013
Millions
$60
2012
$0
$50
2011
$52.3
$60.2m
$40
$250
$298.2
$225
Millions
$200
2010
$47.3
$54.6
$30
$160
2014
$50.5
$20
$140
2013
$10
$120
2012
$156.0
$145.9m
$99.3
$101.2
$100
2011
$0
$80
$114.5
$60
2010
Millions
$40
Millions
$12.0
$120
$180
$400
Product results 2010-14
2013
2013
2014
2014
43
Products and services
Players
In 2013/14 annual sales per capita (people
over the age of 16) were $397.11. This was
slightly down from the previous financial
year as result of sales being lower.
L-R: Ned and Suzana Vulin from
South Terrace Newsagency.
Player’s Card
This service enables players to register all
tickets purchased against their personal
Player’s Card. This means in the case of
the loss of a ticket or if they choose not
to claim the prize in person (or forget)
the prize will still be paid in full (if not yet
claimed). Work is underway to develop a
new Player’s Card with improved features
for launch in the forthcoming year.
In 2013/14 – 10,661 players registered for
a Player’s Card.
Syndicates
Syndicates give players more chances to
win by sharing with others the cost of a
ticket or a number of tickets which offer
more game entries than the person may
wish to purchase alone. Often syndicates
are managed through informal networks
of family members or with friends and
workmates.
Syndicates also can be organised by
retailers for groups of customers who
may not know each other. These are often
organised for the larger systems tickets for
jackpots and Saturday Lotto Superdraws.
All syndicates offered by retailers are now
managed through Lotterywest terminals.
This means the syndicate is recorded in
the gaming system, the player receives
a live ticket which can be checked on the
ticket checkers and any prizes won can
be claimed at any retailer, not only at the
retailer who set up the syndicate.
In October 2012, some minor legislative
changes and some gaming system
improvements gave Lotterywest the
authority and the technical capacity to
offer ‘Network Syndicates’.
44 Lotterywest Annual Report 2014
Network Syndicates are established by
Lotterywest at head office. Shares in these
syndicates can be sold by any retailer
throughout the network. This means that
the risk of carrying unsold shares is borne
by Lotterywest not the retailer as is the case
with retailer generated syndicates.
This is particularly helpful for smaller
retailers who may have a limited number of
customers. It also allows a greater range to
be offered to players of different ticket types
across all games.
Sales of Network Syndicates have reached
$11.6 million since launching. This contributes
21.7% of total syndicates sold in 2013/14.
Combo packs
Lotterywest has undertaken market
research to identify other opportunities to
increase sales and improve marketing and
communication to players. This research has
led to the introduction of a new purchase
option called ‘Combo Packs’.
A Combo Pack offers players an easy way
to buy a ticket in every game, giving the
opportunity to play each day of the week.
There are a variety of packs with a different
choice of products and prices ranging from
$20 to $100. The Combo Packs will also
offer the opportunity for players to purchase
games which they may not have tried before
as well as being an easy gift option for
family and friends.
45
Products and services
Grants
Delivering an effective and creative
grants program
The grants team at Lotterywest offer far more
than financial support. Our goal is to ‘build
a better Western Australia together’ and to
bring real improvements for everyone in WA
and to the lives of people most in need. We
offer support and guidance based on the
experience of the highly qualified grants staff
to our beneficiaries in developing the best
approach to meet changing and complex
community needs around the State.
Over the last year direct grants have
supported organisations and projects across
the breadth of community life. Here’s a
snapshot:
•Establishment of The Funding Network
in Western Australia - an innovative
new way of encouraging grass-roots
philanthropy.
•Extensions to the Narrogin Men’s Shed –
facility where men in the local community
can get together and find friendship and
support while participating in practical
based activities.
•Information technology, buildings, vehicles
and equipment to support the important
work of the RSPCA in protecting and
caring for animals.
•Delivery of the ‘International Day of People
with Disability’ Event in Perth – an event
sanctioned by the United Nations to raise
awareness of people with disabilities,
their abilities and their achievements.
•Development of a community History of
the Bidan Aboriginal Community in the
Kimberley – recording the stories and
histories of Aboriginal communities is very
important for future generations.
•Outdoor musical instruments for kids
at the Mount Claremont Playgroup
– to provide young children with the
opportunity to learn and play in a creative
outdoor environment and to experience
the elements of music through play.
Grant making in today’s environment
An increase in demand
Over the past year there has been
unprecedented increase in grant requests to
Lotterywest. This is the result of a number of
factors including:
•Constrained economic conditions, which
means that other funding sources for
not-for-profit organisations have declined
resulting in increased numbers of grant
applications and higher amounts request.
•Refurbishment of the heritage Regal
Theatre in Subiaco – a wonderful facility
left to the community by the late owner.
•The success of the relationship based way
of working with the community which has
encouraged both ‘old’ and ‘new’ grant
customers to come to us with their needs
and ideas.
•Fit-out of the Sounness Park Recreation
and Community facility in the Shire of
Plantagenet, which will offer a place not
only for recreation but for the community
to come together.
•Increasing interest among our citizens
generally in contributing to community
and adding to the diversity of cultural life
and seeking support to undertake often
very innovative projects.
•Construction of the Morawa Bushland
Walk Trail – just one of the many walking
trails throughout the State which
Lotterywest has supported.
•The flexibility and responsiveness which
are at the core of our grant making
approach in seeking to find a positive way
to help all those who meet the very broad
eligibility criteria of the Act.
•Recruitment and training for Hands Up
4 Kids volunteers – a community based
volunteer service which aims to improve
children’s literacy levels of children in
primary schools in Bunbury.
46 Lotterywest Annual Report 2014
•The breadth of the scope of our support
which actively encourages people to seek
our help.
Our response and strategies
Despite the current context of the gap
between our financial resources and the
demand on them, a fundamental principle
is that we will continue to balance grants
made to help those most in need to build our
community in a positive way.
The grant making principles of flexibility,
responsiveness and accepting of applications
for most grant areas at any time and being
complementary and developmental in our
approach will be maintained.
Our approach to grant making has not
changed, however to respond to high levels
of current and future demand for our direct
grants, we have been working with grant
customers to find other ways to make the
best use of our resources. In some cases,
this has included staging projects so that the
timing of the grant approval can be adjusted
to meet the applicant’s real need and our
capacity to provide the funds, supporting
what is most critical and encouraging further
collaboration with other partners.
1.
2.
Trends and developments
In addition to the factors that are driving an
increase in demand for our direct grants,
there are also a number of other trends and
developments that will have an impact on our
grant making and community development
activity over the short to long term including:
•Changes to the way community
organisations and services are funded
by government. Both State and Federal
Governments are now moving towards a
purchaser model of contracting with notfor-profit organisations for the delivery of
human services.
•Introduction of the National Disability
Insurance Scheme with two different
models of service being trialled in WA
from 1 July 2014. This means that people
with disabilities will choose and access
what they require very differently.
From the Grants and Community team.
1 Jacquie and Alice .
2. Linda and Faye.
3.
3. Craig, Chloe, Winnie, Nishyanth,
Varun, Sonia, Elaine, Holly, Ashley,
Andrea, Renai, Julius and Marisa.
47
Products and services
•Increasing interest in crowd-funding
and other new ways of fundraising - an
example is the establishment of The
Funding Network and expansion of
collective giving circles including
100 Women.
•Increased interest in social enterprise –
as a way of delivering social outcomes
through trading or other commercial
activity, i.e. our support to the School for
Social Entrepreneurs and the success of its
first course in WA.
•The new statutory definition of charity this came into effect from 1 January 2014
and is administered by the Australian
Charities and Not-for-Profits Commission
(ACNC). The Federal government is
however seeking to repeal the legislation
that has established both the ACNC and
the statutory definition of charity. This is
causing some lack of clarity for the not-forprofit sector heading into 2014/15.
•Lotterywest creates a better community
for WA
•Lotterywest delivers value to the WA
community
•The fact that all Lotterywest profits are
delivered to the community is regarded as
very important
•The services and help received during
the grant making process were valued as
much as the financial support given
In 2013/14 we continued to work in line
with the themes emerging from SVAP,
which include:
Information Communications Technology
(ICT) Grants Review Project
•Lotterywest is an agent of change for the
not-for-profit sector
The ICT Grants Review Project is part of the
wider NFP Infrastructure Project and seeks to
improve the way we support not-for-profits to
meet their ICT needs.
•Lotterywest grants have brought
significant benefits to the community
We are also responding to positive feedback
about how we support the community
beyond pure grant making, such as helping
to build capacity in the not-for-profit sector
e.g. through projects to consider how
we most effectively support infrastructure
(buildings, built environments and information
communications technology) for the not-forprofit sector.
Not-for-profit (NFP) Infrastructure Project
Understanding our community and the
value of our relationships
In early 2013 we published the results of
the Social Value Analysis Project (SVAP)
undertaken the previous year to review our
contribution to the community and identify
how it could be improved, extended and
what could be learned. The full report can be
found on our website.
Over 1,000 stakeholders were involved,
ranging from grant customers to retailers,
players of our games and other funding
bodies.
48 Lotterywest Annual Report 2014
The project is progressing and we are
currently developing a firmer proposal
with partner organisations including the
Department of Housing, the Boards of notfor-profit organisations with properties in
strategic sites and other organisations with
an interest in the project.
•Lotterywest builds the capacity of not-forprofit groups
•Lotterywest supports innovation and
taking a risk on important projects
Work has continued on the project which
began in 2012 with the objective of reviewing
how we best support the not-for-profit sector
in securing contemporary infrastructure
– particularly ICT and accommodation
information communications technology.
In the project’s early stages, we met with a
range of people from within the not-for-profit
sector, industry and government. Internal
and external workshops were held to shape
the project’s approach and scope. Not
surprisingly, the potential scope expanded
in complexity and size as we connected with
more people.
You give.
You play.
We are now actively exploring the
prospect for existing inner city not-for-profit
accommodation sites to be levered and
redeveloped as mixed use sites. This will
result in increased accommodation for notfor-profit organisations in the inner city and
will help to address current levels of demand.
Through this project, we are seeking to
update our approach, based on modern
work practices and technology, to ensure it
delivers best value to the community.
We have consulted with a range of grant
customers, ICT professionals and Lotterywest
staff on the issues faced with our current
approach, both through interviews and
a survey.
A large amount of helpful information
and suggestions have been gathered about
how we can improve our grant-making in
this area.
This has been supported with desktop
research of some significant developments in
the not-for-profit and ICT sectors.
Our findings to date have shown that there
are a number of improvements we could
make to our grant making in terms of the way
we assess individual requests for ICT support;
and the broader support that we can deliver
for the not-for-profit sector in respect of ICT.
We have developed a number of
recommendations for improving our
approach in the light of these findings and
are currently testing these with external
stakeholders.
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You make WA a great place
to live by helping us to support
organisations and projects
like these making a real differen
ce…
Autumn festivals
Get ready for some hard bop,
fusion and swing at the Perth
International Jazz Festival from
May 9-11. Support towards
staging costs will bring national
and international artists to
venues across Perth.
A grant towards performance
costs for the annual Heart of
Gold Festival will see Kalgoorlie
come alive from May 18-25.
The Festival will feature a feast
of arts, crafts and musical
performances along with the
popular Market Day.
Inspiring young people News
flash
True Blue Dreaming inspires
youth in remote communities
to reach their full potential.
A mentor program will help
young people throughout Derby
and Halls Creek connect to
culture and develop meaningful
relationships.
New studio mix engines will
improve the airwaves of Good
News Broadcasters community
radio station. Over 140,000
dedicated listeners tune into
the station’s music and talkback
each week.
The Youth Space at Currumbine Everyone is invited to explore
Community Centre will be kitted the art of creative writing, short
stories and poetry at the Peter
out with a grant towards IT
Cowan Writers Centre. New IT
equipment and furniture. The
new gear will support education equipment will help volunteers
develop workshop material and
programs, counselling services
deliver newsletters electronical
ly.
and sporting activities.
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•Increasing interest in addressing
social problems through collaborative
efforts between governments, grant
makers (including corporations and
philanthropists), not-for-profits, academics
and community members. The growth
in philanthropy and the interest in
philanthropic activities is a strong trend.
Key findings were:
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For a full list of approved monthly
grants visit
www.lotterywest.wa.gov.au
or contact us on 08 9340 5270
or 1800 655 270 to talk about
your grant idea.
MK_LC0261
Organisations which provide these
services will be funded under a
significantly different model which will
have business management impacts.
Photo - Perth International Jazz
Festival
Play Responsibly gamblinghelp
online.org.au 1800 858 858
We intend to roll out our revised approach
over the coming weeks and months.
Grants Business improvement projects
Our business improvement focus was
informed by feedback in the Social Value
Analysis Project conducted in 2012 on
how our grant making processes could be
improved and streamlined and that the link
between the lottery business and support
given to the WA community could be more
strongly made to players, retailers and the
general public.
Improvements undertaken during the past
year have included:
•Grants fast track process – implementing
a process to enable low risk and low
complexity grants to be processed
quicker.
•Streamlining the grant payments and
acquittal processes and customer
requirements – this includes increasing
the use of Grant Acquittal Statements and
introducing a Payment Request Form for
grants up to $50,000 and removing the
requirement for these grant recipients
to send invoices or receipts but to retain
them for potential review by Lotterywest.
•Introducing Grants Management System
changes – to enable the more frequent
presentation of grants. A trial is planned
to implement a process to present grants
for approval twice monthly and support
improved turnaround times.
•Reviewing our grant making principles
and ways of working – to refine them to
reflect our current approach and
capture learnings from the Social Value
Analysis Project.
•Working across Lotterywest to increase
the promotion of You Play. You Give - to
players, retailers and the general public
– including through the monthly ad in The
West Australian and Always On digital
banners profiling grant beneficiaries.
•A new Postcard and E-card initiative
– to promote to grant recipients that
their grant was made possible by the
hundreds of thousands of Lotto players
who play Lotterywest games each week
and encouraging them to get involved to
buy Lotto and Scratch’n’Win tickets.
•Developing a Quality Assurance
Framework – to capture and build
on the various mechanisms that
provide confidence and assurance
in our grant making and community
development activity.
49
Grants Advisory
Committees
Lotterywest calls on specialist groups for valuable advice
in particular areas where expert knowledge is important in
our grant decision making.
Trails
Disability equipment grants program
Through a partnership with the Department for Sport and
Recreation, this advisory group assists in the consideration of
grants for projects to develop trails. Trails are pathways created
across the WA landscape for active recreation and appreciation
of our natural and cultural environment.
This program is funded by an annual grant. The grant is given to
the Independent Living Centre of WA which manages the program
as the specialist organisation in disability equipment.
Mr Graham Brimage
Director Programs and Services, Department of Sport
and Recreation
Mr Stuart Harrison
Coordinator, Recreation and Trails Unit, Department of Parks
and Wildlife
Mr Thomas Perrigo
Chief Executive Officer, National Trust of Australia (WA)
Ms Linda Daniels
Executive Officer, Trails WA
Mr Tom Tuffin
Administrator, Friends of the Cape to Cape Track
Mr Mike Wood
Community member
Mr Geordie Thompson
Manager Recreation, Department of Sport and Recreation
Mr Steve Bennett
Leader Recreation Development, Department of Sport
and Recreation.
Through this program, grants are provided to individuals with
permanent disabilities for equipment that helps them live as
independently as possible. The advisory group helps consider
priorities and policies for support.
The members are:
Ms Nicki Longmire
Project Manager, Independent Living Centre of WA
Ms Debra Barnes
Executive Manager, Association for the Blind of WA
Mr Greg Madson
President, Blind Citizens Association of WA
Ms Crystal Simpson
Equipment Coordinator, Therapy Focus
Ms Robyn Loxley
Senior Occupational Therapist, MS Society of Western Australia (Inc)
Ms Prue Hawkins
Consumer Representative
Ms Raewyn Courtney
Senior Project Officer, Individual Development Program, Disability
Services Commission
Ms Beatriz Andrew
Advocacy Officer, Ethnic Disability Advocacy Centre
Mr Scott Williams
Grants Manager, Grants and Community Development, Lotterywest
50 Lotterywest Annual Report 2014
Cape to Cape Track
Community living and participation grants
This program is managed by National Disability Services WA which
receives a Lotterywest Grant to support individuals with permanent
disabilities to participate in recreational and social activities and to
improve their quality of life. National Disability Services has established
an advisory committee to help them manage this program.
The committee comprises:
Ms Jacquie Thomson
General Manager, Grants and Community
Development, Lotterywest
Mr Scott Williams
Grants Manager, Grants and Community
Development, Lotterywest
Ms Frances Buchanan
Operations Manager, NDS WA
Ms Barbara Oosterhuis
Project Manager, CLPG, NDS WA
Ms Mary-Ann Bath
President, People with Disabilities
Mr Lee Ugle
individual with a disability
Ms Nicki Longmire
Program Manager, Disability Equipment
Grants Program, Independent Living Centre
Mr Paul Coates
Chief Executive Officer, Carers WA
51
Distribution
– grants
Core strategy
– Ensure the effective distribution of our grants
Building relationships with our
communities
Lotterywest’s grant making is based on a
relationship model that allows us to work
with applicants in the way that best suits
them, in the location of their choice and
for as long as is required to develop an
understanding of their needs.
At times in the process of working with them
on their application we may encourage
applicants to think more broadly than they
may have considered possible. We work
with applicants within the community in
which they are based. We help them to
build the capacity of their organisation if that
is a necessary first step in achieving their
aspirations.
Here’s a snapshot of our travels
in the past year:
Kimberley
•Attended the Bidydanga Aboriginal
Childcare opening, which has been a
three year journey to support a childcare
centre in disrepair
•Travelled to the Barramundi Community
Festival, a major regional event in
Kununurra
Pilbara
•Visited the Lotterywest supported
Community Resource Centre and training
room extension in Nullagine
• Hosted a seminar in Pannawonica
Appreciating local needs
Direct contact with people, in both city and
rural areas, helps to inform the way we
distribute our grants and helps us better
understand the needs of our communities.
Our Grants team are assigned specific
geographic regions with the responsibility
to learn about that location and to form
relationships with key organisations in
that area.
This year, our team travelled extensively
throughout the State to establish
relationships with grant applicants,
community service providers, other
funders and community leaders.
52 Lotterywest Annual Report 2014
Wheatbelt / Midwest-Gascoyne
•Continued engaging with two key
Supertowns – Northam and Jurien Bay,
visiting the Civic Centre and RSL Aged
Care fit-out in Jurien Bay and the new
water playground in Northam
•Attended the Regional Local Government
Conference in York
•Visited Aboriginal communities in
Geraldton and forged a partnership with
other key stakeholders to address a high
level of dysfunction
•Visited Meekatharra and Mount Magnet
– met with elders and developed a
commitment to address social and
economic issues in both communities
over the next 12 months
Grant profile
Adding to the
vibrancy of
our State
A myriad of festivals have
been supported that have
brought communities together
in innovative and colourful
celebrations. Here’s just a few
of the highlights…
All that jazz…
The Perth International Jazz Festival is on its way
to becoming internationally acclaimed. As well
as supporting the staging of the free and low cost
events, support will also help develop a Strategic
Plan to make sure the event has a sound future.
Whale of a time
Gascoyne Festival in May, the Ningaloo
Whaleshark Festival honours the whaleshark
and its relationship with the local community.
Free family events also publicised the threat of
extinction of the whale shark and the need for
further research and conservation.
On the Fringe
It’s clear that the public have embraced the
Fringeworld Festival with over 370,000 people
attending a free or ticketed event in 2014. Perth
City was humming with activity and the event
continues to attract increasing international
support from both artists and other fringe festival
operators.
Derby Boab Festival
WA’s longest running town festival the Derby
Boab Festival was back in 2014 for its 53rd year
celebrating the West Kimberley lifestyle with
music, art, street parades and even ‘mud footy’
(very messy family fun!).
53
Distribution – grants
1.
Bardi Jawi Rangers
Goldfields Esperance
Metropolitan
•Visited Laverton and Leonora – we will
continue to work with local government
authorities, community leaders and
stakeholders to address issues and
local need
•Hosted a seminar for metropolitan notfor-profit organisations
•Hosted information sessions and
community presentations in Kalgoorlie,
Coolgardie and Kambalda
South West
•Hosted successful seminars and
information sessions in Donnybrook,
Harvey and Bunbury
2.
•Visited Margaret River noting a significant
expansion in housing development
•Travelled to Bunbury to continue
connecting with key stakeholders
with regards to the not-for-profit
accommodation facility that is underway
•Lotterywest Board members visited
organisations which had received
Lotterywest support in the South West,
which included projects in the City of
Bunbury, such as the Paisley Centre,
Stirling Street Arts Centre and Jaycee
Park as well as the Community Resource
Centre in Busselton
3.
•Worked with the City of Swan on a study
to consider the accommodation needs
of not for profit organisations in Midland
and how these could best be met
During our travels, some of what we
learned and observed over the past
year has been:
•Country areas are becoming urbanised
with significant housing developments.
This means increasing demand for social
infrastructure – playgrounds, meeting
spaces etc.
Grant profile
Caring for country
Based at One Arm Point on the Dampier Peninsula, the Bardi Jawi
Rangers proudly protect, preserve and maintain their country’s
biodiversity and species.
“The Ranger program…it’s our job to train guys and teach them
about sustainability and looking after country… it’s our duty to
look after these boys and give them directions”, says ‘Bibido’.
“It’s our job to look after the environment, both sea and land…on
behalf of elders and traditional owners” says head ranger Philip
‘Bibido’ McCarthy.
The 250km of coastline and 340,700 hectares of land managed
by the Rangers is certainly in safe hands; their specialist
knowledge of satellite tagging dugongs for research has been
sought after internationally with rangers in Abu Dhabi keen to
learn their methods.
In May this year the Rangers took delivery of a specialist marine
vessel, purchased with the support of a Lotterywest Grant,
equipped with state-of-the-art marine communications and
search technology.
‘Bibido’ says it best; “You can’t get better people to look after your
country”.
The vessel has allowed the group to undertake training with the
Fremantle Water Police which will see them operate as Australia’s
first Indigenous volunteer marine rescue group. It’s also a vital
tool for the group’s dugong and turtle management activities and
recording of traditional ecological knowledge.
•The current economic environment
is having a significant impact on
communities - such as increased
economic hardship, homelessness and
mental health issues.
•Changes in Royalties for Regions
funding is expected to have an impact
on communities and on demand for
Lotterywest Grants.
•Visited Collie to meet with partners as we
continue to provide significant support for
social infrastructure
Peel
•Hosted successful bi-monthly information
sessions in Mandurah in partnership
with the City
1. Awesome Festival
2. EON Foundation
3. Eastern Goldfields Historical Society
54 Lotterywest Annual Report 2014
55
Distribution
– products
Our Lotterywest:
“Lotterywest provides us with a unique
opportunity. For our customers to give luck
a chance. For us to engage our customers
and enhance their retail experience at
Broadway News”.
Core strategy
– Determine ‘best’ retail opportunity for the area
– Actively manage retail network for optimum performance
– Grow digital channel and presence to meet our
customer’s expectations
Lotterywest products are sold through two
distribution channels – the retail channel
which comprises small, independent
businesses contributing $765.1 million (96%)
to our product sales and Play Online, the
Internet channel which was launched in
February 2011, making up the remaining 4%.
The traditional retail channel continues to be
the primary focus of our product distribution.
Significant investment is being made in this
channel through the Retail Transformation
Program described on page 34.
The predominant business style through
which Lotterywest products are sold is
newsagencies, however there are also a
small number of specialised lottery kiosks
and pharmacies. In some regional areas
Lotterywest products are sold in general
stores and supermarkets.
These programs are grouped under the title
‘Lotteryworks’ and consist of a successful
series of engagement programs which offer
retailers financial rewards for increased
sales growth and development opportunities
to improve business skills.
A limited number of new licenses are offered
each year in locations where new housing
and other developments have occurred.
Each year a number of businesses change
hands as outlined in the table below.
2013/14
New Lotterywest Outlets
2012/13
4
3
Change of Ownership
41
31
Relocations
1411
Voluntary Outlet Terminations 8
56 Lotterywest Annual Report 2014
The distribution strategy takes into account
significant changes in the external
environment – in particular changes in
population density and consumer behaviour.
The approach to planning for the future
must continue to focus on optimising the
performance of our existing retail network as
well as identifying new retail opportunities
which will offer the opportunity for new
sales. We need to ensure that the locations
in which we offer our products are where
consumers prefer to shop.
Support and incentive programs are offered
to members of the network with the goal of
helping to increase sales and to improve
standards of customer service and retail
presentations.
The retail distribution network currently
has 501 full-service outlets which sell all
the products, and 39 outlets selling only
‘Scratch’n’Win products.
Retailer activity
John and Helen Dalton, Broadway News Nedlands
4
Over the past twelve months, Lotterywest
has paid $309,112 in rewards to retailers
as part of a continuing series of programs
based on improving sales for particular
products over nominated time periods.
Over 100 retailers attended the sixth annual
retailer conference – ‘Business Adventure’
in September 2013 with keynote speaker
Mr Phil Ruthven the Chairman of Ibis
World, highlighting some of the key issues
impacting on the future of newsagencies
and on retail generally. Following this and
other keynote speakers were a number of
Errol from Lotterywest with Retailers John
and Helen Dalton.
57
Distribution – products
workshops providing expert advice and
knowledge on how best to address the
issues affecting their business.
The second ‘A Night Under the Stars’ retailer
celebration was held at the State Theatre
Centre in March to acknowledge and
recognise those retailers whose success in
achieving agreed sales targets, contributed
to Lotterywest’s results.
The Retailer Development team also
organised Golf Day and Adventure World
events, with the latter being attended in early
March by over 3,000 retailers, staff and their
families. These events are to encourage
networking amongst our retailers, to give an
opportunity for senior staff to meet retailers
in an informal way and as a gesture of
appreciation for the work of the members of
the network in the past year.
Training programs are a very important part
of the services for retailers – in particular the
initial five day training program for all new
retailers in which they learn about the lottery
business and how to manage and sell the
products.
During 2013/14, the Retailer Learning and
Development team conducted eleven
‘Manage a Lottery Outlet’ courses which are
mandatory for new Owners and Managers.
There were a total of 126 attendees at these
courses. The training team also conducted
36 ‘Work in a Lottery Outlet’ courses for retail
staff throughout the year, with a total of 397
attendees at these courses.
Retail distribution planning
Each year a State-wide review is undertaken
to identify areas where there is potential
to increase sales. Research is carried
out including analysing population
and demographic data, current sales
performance of surrounding locations and
information from developers, shopping
centre owners and local government.
The distribution planning methodology
determines the specific locations identified
for new licences which are then included in
the annual Retail Distribution Plan. The plan
58 Lotterywest Annual Report 2014
is approved by the Lotterywest Board and
circulated to all retailers prior to publishing
on the website. Expressions of interest are
invited from those interested in establishing
the lottery outlet at the time the identified
location (usually a new shopping centre)
is close to completion. Respondents to the
expression of interest are required to submit
a business plan and to participate in an
interview as part of the application, approval
and appointment process.
The accreditation fee of $27,500 plus GST is
a contribution to the administrative and other
costs associated with the establishment of
a new outlet. For new Community Service
Outlets – i.e. those in regional WA which
are established as a service to the local
community, the accreditation fee is reduced
to $11,000 plus GST.
Retailers purchasing existing businesses that
hold a Lotterywest licence are also required
to submit a business plan and participate in
an interview as part of the approval process
for the change in ownership. All new
retailers are required to demonstrate they
have the capacity to represent Lotterywest
appropriately. The fee for this process of the
transfer of an existing licence is $750 (GST
exempt) and on average takes around 6
weeks to complete.
We work with industry bodies, such as the
Australian Newsagents Federation (ANF) and
individual retailers to help identify actions
that can be taken to improve business
performance. This work with the ANF and
other relevant bodies is in response to the
increasing number of newsagencies that are
reported to be struggling in the changing
retail environment.
The Retail Transformation Program,
described elsewhere in this report, is
a significant investment by Lotterywest
aimed at supporting the retail channel
to be more contemporary in design and
technology with greater relevance to modern
customer’s expectations and anticipated
Percentage comparison of outlets
by business environment Commercial Environment
Full Service
Offline
Grand Total
Neighbourhood Shopping Centre
228
2
230
Regional Shopping Centre
66
66
Stand Alone
48
16
64
Strip Shop
159
21
180
Grand Total
501
39
540
Primary Business Type
Primary Business
Full Service
Offline
Grand Total
Convenience Store
8
6
14
Delicatessen
4
16
20
Kiosk
46
1
47
Newsagency
397
15
412
Pharmacy
11
11
Supermarket
35
1
36
501
39
540
Grand Total
developments in retail likely to take place
during the 10 years in which we expect this
technology and design to be in place. We
will be seeking to engage our retailers in
understanding that the investment we will
ask of them is a critical part of ensuring the
long term sustainability of their business in a
rapidly changing environment.
Play Online
The online distribution channel now has
approximately 76,000 registered players.
This is an increase of 22,000 new registered
players compared with the same time
last year.
Play Online generated sales of over $32.1
million this financial year, 34.9% up on the
same time last year and now comprises 4%
of total sales. This is broadly as expected.
All indications from analysis of this channel
are that these are new sales from players
who are not playing in retail outlets. As has
been the experience of all Lotteries in various
locations throughout the world who have
developed an online sales option, there
appears to be minimal impact on the
retail channel.
Grant profile
Mt Gibson
Endangered Wildlife
Restoration Project
Turning the tide of wildlife extinction
Australia has the worst mammal extinction record in the world: 22 species have
become extinct in the last 200 years. The Mt Gibson Endangered Wildlife Restoration
Project is set to play a critical role in reversing this tide of extinctions.
Supported by Lotterywest, Australian Wildlife Conservancy (AWC) will establish the largest
fox and cat-free area on mainland WA. Over 40 kms of feral-proof fence will surround
7,800 ha of pristine woodlands in the heart of the Mt Gibson Wildlife Sanctuary.
Within this feral-free area, AWC will reintroduce nine of Australia’s most endangered
mammal species; Woylie, Red tailed Phascogale, Numbat; Greater Stick-nest Rat,
Chuditch, Bilby; Banded Hare-wallaby, Shark Bay Mouse, Western Barred Bandicoot.
The project will deliver a substantial increase in the world population of these nine
threatened mammals by 2018. As such it will represent a historic step in turning back
the tide of mammal extinctions in Australia.
Play Online will continue to grow in the
future as will all forms of online shopping.
Consumers expect to have the choice of the
convenience of an online channel as well
as retail and will seek other options if not
offered this service by Lotterywest.
Access and usability of Play Online have
been improved and a mobile access
solution has been developed. Work has
commenced on developing mobile apps.
To ensure this channel remains relevant and
that what we offer is matched to current
players expectations we have conducted
player surveys. The Play Online experience
will be improved as a result of the feedback
they have given us.
59
Communications
and branding
Core strategy
–
Target communications balancing existing and
new communication channels.
–
Continue to build upon our heritage as a provider of
lottery products and an integral part of the WA community.
Corporate and Grants
Lotterywest is acknowledged as a unique
‘community’ brand in WA and recent market
research affirms this recognition.
An important part of the marketing and
communication approach is informing
players and the public how the funds
raised are used. There are series of grant
advertisements which show examples of the
very wide range of community organisations
supported which not only pay tribute to
those grant recipients but also encourage
others to seek similar support.
Local area marketing provides a snapshot
of grants supported in people’s local
communities. This is reinforced after
Saturday Lotto Superdraws to demonstrate
the benefits to local communities.
To encourage our grants beneficiaries to
understand the link between playing our
games and the return to beneficiaries,
a postcard and e-card is sent to grants
customers once their grant is confirmed
for them to share the good news with their
organisations and customers.
This link between playing Lotterywest
games and the benefit to the community
is demonstrated through a carefully
planned approach to signage on significant
community projects and facilities and
information on the Lotterywest website.
60 Lotterywest Annual Report 2014
Early in the next financial year a new
corporate campaign will be launched which
will show the connection between playing
the games and the benefit that arises in
a much more comprehensive way than
our current community messages. Market
research has shown that it’s time to launch
such a campaign and that it will build player
loyalty and may lead to new players trying
our games as they understand the bigger
picture of our role in the community.
Games
Engaging people with the fun of the games
and the ultimate dream of winning a
big prize is the objective of the product
marketing strategy.
Over the past year the focus has been on
increasing player engagement, tailoring
communications to meet needs and
expectations of the different customer
segments and positioning the brands
and products to appeal to existing and
new players.
Market research was undertaken in the
latter part of 2013 which has informed
this approach.
61
Communications and branding
If you’re looking
for a lucky sign,
this is it
Give luck a chance
62 Lotterywest Annual Report 2014
63
Communications and branding
Give luck a chance
Social media
Marketing communications for Lotto
continues to be based on the message
of ‘Give Luck a Chance’. Outdoor and
online advertising has been increased to
support Saturday Lotto and Monday and
Wednesday Lotto.
Lotterywest’s social media presence
continues to expand beyond the use of
Twitter which has been active since 2012.
Lotterywest Games and Grants Facebook
pages were launched in March 2014.
These communication channels aim to
reach a younger audience and increase
engagement with those who are consuming
less traditional media.
The successful lucky ball pit experiential
event has also proved popular at a range of
new events including the Beaufort St Festival,
Fringe Festival and Perth International
Jazz Festival.
A new suite of TV commercials were
launched to promote Superdraws this year.
These focused on what players could do
if they had all the time and money they
wanted. The focus was on travel and
spending more time with family and friends.
Market research showed that there was
potential to increase player knowledge on
the various ways to play. A series of ‘Ways to
Play’ videos have been created to educate
players on Slikpiks, syndicates and systems
options and will be released early next
financial year through social media and
our website.
Over the next year ‘refreshed’ corporate
and ‘relaunched’ product brands will be
developed which will be an essential part of
the Retail Transformation Project and future
branding and marketing direction.
Stakeholder events
luck with
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Saturday
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Lotterywest hosts a range of events
throughout the year so that many
of the people with whom we work,
including retailers and grant recipients,
can experience first-hand some of the
organisations and their work supported
through the grants program. It is also
our way of showing our support for our
beneficiaries.
All the art organisations whose
performances we attended received
Lotterywest support through the Arts
Lottery Account managed by the Department
of Arts and Culture.
1.
In some instances additional grants are
made by Lotterywest to these organisations
to support their community access
programs. This means that people who
are unable to attend these performance
either for financial reasons or because of
distance can have the experience of the
theatre, dance or musical event.
2.
858
sibly
Play Respon online.org.au 1800 858
gamblinghelp
Lotterywest Stakeholder events
July
•West Australian Symphony Orchestra – Celebrates the West End
August
•Black Swan State Theatre Company – Shrine
September
• West Australian Ballet – Onegin
•Barking Gecko Theatre Company – Storm Boy
3.
November
• West Australian Ballet – Peter Pan
•Perth International Arts Festival – Lotterywest Festival Films opening
December
•West Australian Symphony Orchestra – Symphony in the City
January
• FRINGEWORLD Festival
•West Australian Opera – Opera in the Park ‘Tosca’
March
•Harry Perkins Institute of Medical Research – Official Opening
April
• Scitech Planetarium – We Are Aliens!
May
•West Australian Ballet – Giselle Dress Rehearsal
June
•Australian Commonwealth Games Team Farewell Luncheon – Glasgow Glory
64 Lotterywest Annual Report 2014
1. Jacqui, Adam, Dean, Luke and Chloe Scott from
Subiaco Square Newsagency at the Scitech Planetarium
function.
2. Lauren Cole Bowen from Lotterywest with Ela and Ted
Skumial from Shamrock Newsagency at WA Opera’s
Tosca.
3. Jessica Higgins and Liang XU from ScreenWest
enjoying the pre-show function before WA Ballet’s
Giselle.
65
Winners stories
During 2013/14, 89 Western Australians
shared in Division 1 prizes worth just over
$160 million.
Saturday Lotto
66 Division 1 winners shared a combined
total of $56.8 million
Monday and Wednesday Lotto
8 Division 1 winners shared a combined
total of $8 million
OZ Lotto
2 Division 1 winners claimed $37.2 million
Powerball
2 Division 1 winners collected $50 million
Super66
1 Division 1 winner claimed $85,813
Soccer Pools
3 Division 1 winners shared in $619,999
Some of our memorable
winners’ stories over
the year
Hard working Bunbury
couple set to retire after
million dollar Lotto win
A Bunbury couple thanked their ‘lucky’ Lotto
numbers for their $ 1,053,896 Division 1 win
in July 2013. The couple had been playing the
same seven numbers for 14 years which were
based on family birthdays.
“We always persisted with these numbers
because I honestly believed they would help
me win big one day. I just didn’t think it would
be a win this big!” the woman said.
The couple purchased their winning ticket from
newsXpress Bunbury Forum.
66 Lotterywest Annual Report 2014
Innaloo woman takes
home ‘life changing’ $30
million Powerball prize
OZ Lotto multi- millionaires
upgrade from cleanskin to
labelled wine for dinner
Family celebrate
Scratchie win buying
first family home
WA’s equal largest Lotto prize was won by an
Innaloo woman in October 2013.
A couple from Perth’s southern suburbs picked
up a $15 million OZ Lotto windfall in April 2014.
The woman collected the entire Division 1 prize
pool in a Powerball draw after purchasing her
winning ticket from the Innaloo Newsagency
in the Westfield Innaloo Shopping Centre.
The couple couldn’t believe their luck and
shared tears of joy in the Lotterywest Winners
Room as they came to terms with their life
changing moment.
A family from Perth’s northern suburbs
struck lucky on their first ever Scratch’n’Win
ticket after winning a $300,000 top prize
on their $10 Cash Xtravanganza ticket in
February 2014.
The woman said she’d been completely
unaware of the hype surrounding the win,
with the multi-million dollar ticket sitting in her
wallet. She had been on an Interstate holiday
before returning almost a week later to find
out the exciting news.
Celebrations following the big win included
the couple’s usual mid-week home cooked
dinner because the meat for the meal had
already been thawed.
The woman said she planned on sharing
her win with close family and making a
substantial donation to some worthy causes in
the community. A dream home, new car and
holiday were also on her spending list.
“We were thinking about picking up a
cleanskin to go with tonight’s meal but
now I’m upgrading to a label!” laughed
the woman.
The family checked the ticket more than
a dozen times to make sure they had not
made a mistake and described being in ‘la,
la land’ after confirming the good news.
“After renting for the last 15 years, we can
finally buy our first family home. This is a
dream come true,” they said.
The winning ticket was purchased from
the Innaloo Lottery Centre.
In addition to financially helping close family,
the multi-million dollar prize was ‘significantly’
going to top up the couple’s superannuation
and pave the way for early retirement, after
which they planned to pursue hobbies and
volunteer in the community.
67
Supporting the Perth
International Arts Festival
The Lotterywest Grant to the Perth Festival is the largest single investment in this
annual event. $7.6 million was allocated in 2013/14.
Perth truly dived in to the events on offer during the 2014 Festival,
with an extraordinary number of people participating in both free
and paid events. The Festival brought together 1,050 of the world’s
most talented artists from 26 countries, for more than 800 events
that included three world premieres, 30 Australian premieres, 18
Australian exclusives, one commission, four co-commissions and
more than 250 film screenings.
Festival highlights included:
• Paid attendances of 180,565 (an increase of 11,487 on 2013)
•A popular free program that was attended by an estimated
177,000 people
•Over 99,000 people attended the Lotterywest Festival Films
season
•An estimated 33,000 people attended the Lotterywest Festival
Spectacular: Veles e Vents opening event.
As the Festival’s Principal Partner, Lotterywest was directly aligned
to three major events in 2014 – Lotterywest Festival Spectacular:
Veles e Vents, I Think I Can and Lotterywest Festival Celebration:
Sacrilege, as well as the Lotterywest Festival Films program and
the Vital Stages program.
Lotterywest Festival Spectacular: Veles e Vents
This spectacular event brought together storytelling, electrifying
imagery and pyrotechnics, and gathered the Perth community
over three nights in celebration. This structure provided increased
community access and opportunity for new engagement with
over 33,000 people attending over three nights.
The Vital Stages program facilitated collaboration between the
company and local Didgeridoo players for a Welcome to Country,
as well as five local artists in the performance.
Lotterywest Festival Celebration: Sacrilege
This was a highly successful event that was warmly rated by the
people of Perth. As a family-friendly free event it proved a perfect
Festival offering suited to its banner of Lotterywest celebratory
events. This imaginative, full-scale inflatable replica of Stonehenge
and monumental bouncy castle attracted 17,576 ‘bouncers’ of all
ages and many more observers.
68 Lotterywest Annual Report 2014
Lotterywest Festival Films
There were 26 films across the two venues, Somerville at the
University of Western Australia and Joondalup Pines and Edith
Cowan University, which were all WA Premieres, including
one Australian premiere. The event ‘Coast’ featured the world
premiere of the Australian film ‘Girt By Sea’, a co-commission by
the Festival and ScreenWest, and was performed with a live score
to a sold-out audience in Somerville. Over 20 weeks of film there
were a total of 256 screenings from 16 countries.
Vital Stages
In its third year, the Vital Stages program has developed into
an integral part of the Festival’s programming vision of the
Festival and the rewards have been clearly felt through the strong
connections across artforms within WA’s artistic community.
The opportunities provided continue to be diverse from Festival
to Festival and artists genuinely feel that they have access to the
creative side of the Festival in a way they never have before.
The Vital Stages program involved local artists in 20 events
across Perth and the Great Southern as well as the Chevron
Festival Gardens and Perth Writers Festival programs in the
2014 Perth Festival.
Vital stages enabled collaborations that included the production
of Coast in partnership with ScreenWest and the ABC; local
Indigenous artists working with local and international
companies; local artists participating in international productions
as performers, puppeteers, bloggers, supernumeraries and
dancers; local actors collaborating on a localised version and
performing the Festival-long season of the immersive work
You Once Said Yes; investing in the development and presentation
of world premiere and reworked shows with local companies;
major collaborations with local galleries in presenting
international visual arts works; co-presenting an Indigenous
symposium bringing together Indigenous arts and creative
practitioners along with non-Indigenous practitioners interested
in collaborations; masterclasses for local artists with
international companies.
Lotterywest Festival Celebration:
Sacrilege.
69
Capacity
Core strategy
–
Build our resilience and ability to respond
quickly to change
–
Ensure we use our resources and systems to
achieve our identified business strategies
Our people
Developments on recruitment
Lotterywest has an establishment of 199
staff. In the past year 24 employees have left
Lotterywest including several long serving
staff members, some of whom accepted
voluntary severance packages. There were
37 new staff employed. These additional staff
members were recruited to increase capacity
in a number of key areas of Lotterywest,
primarily in business operations and in the
grants team to support significant new activity
in the business including major projects.
The project to improve recruitment practice
was one of the key initiatives designed
to support Lotterywest’s Strategic Plan to
‘build and develop the skills and capacity
of our people to respond to the changing
business environment’. The goal is to
develop a recruitment process that reflects
contemporary practice and meets the needs
of managers to recruit the best possible
staff as simply as is possible while ensuring
compliance with Public Sector Standards.
25% of staff are under 26 years of age. This
is a significant and pleasing change from
previous years when we had very few staff in
this age group. This age group brings a new
level of energy and a valued perspective to
our organisation particularly in the emerging
area of digital marketing. 52% are aged
between 35 and 54. 22% are aged over
55 years. The average age of employees is
approximately 43 years, consistent with
last year.
By October 2014 training will be delivered to
Managers and other staff who may have a
role in recruitment including membership of
selection panels.
45% of staff are men and 57% are women.
The turnover rate of 3% was slightly lower
than in the two previous years. Of those
who left Lotterywest, 25% did so for career
development reasons; 50% took the decision
to retire; and another 25% resigned for other
reasons such family or transfer.
Staff milestones
This year 12 staff achieved significant service
milestones. One staff member celebrated
over 30 years of service, 2 with more than 20
years, 9 more than 10 years. These longserving employees are formally recognised at
quarterly staff meetings.
70 Lotterywest Annual Report 2014
Ethical decision making and acceptable
workplace behaviour
In 2013/14, a new training program was
developed to prepare staff for the additional
ethical and behavioural standards as
required by the Public Sector Commission
(PSC). This new program was attended by 120
staff (about 60%) with the remaining 80 staff
will attend by the end of 2014.
My Lotterywest:
In addition, work has commenced to review
and update Lotterywest’s Code of Conduct to
reflect these new requirements.
“There are so many opportunities at
Lotterywest for you to grow your career
and meet new people”.
As a statutory authority, Lotterywest has
clear expectations of the standards its staff
will demonstrate at all times. Government
legislation and regulations direct that the
highest ethical and professional standards
be upheld.
Tung, Information Services
L-R: Nihil, Jason, Tung, Gary, Graham
from Information Services
71
Capacity
Supporting Arts & Culture
organisations in the top quartile typically
achieve 70% favourable responses or above.
Organisations in the top decile typically
achieve 80% favourable responses or above.
Lotterywest’s score of 69% reflects a good
level of overall engagement and places
Lotterywest in the middle of the database
when compared with other organisations
that have completed this study. Overall our
results showed a good level of engagement
and positive views about our performance,
our culture and values and how we go about
our work. It also identified areas which need
further work.
L-R: Jim, Chris and Karen from our Retailer
Relationships team.
Our organisational values, known by the
acronym RITE, together with the Guide to
Ethical Decision Making, help guide decision
making and workplace behaviour to
ensure we treat each other, customers and
stakeholders fairly and with respect.
Employee Assistance Program
It is recognised that there are times when
staff and their immediate family may be
experiencing personal difficulties impacting
on their work for which professional help
may be required. Lotterywest has a contract
with a provider of services which staff and
their families may access privately and
confidentially. This service has been made
available to retailers who have experienced
the trauma of hold ups, other events in their
business or have experienced personal
crises of some kind.
72 Lotterywest Annual Report 2014
Organisational Development
The organisational plan we developed
in 2012/13 has formed the basis of our
activities for 2013/14 and uses experiential
learning concepts in the design and delivery
of personal development and learning at
Lotterywest. Our goal is to build a culture
of continuous learning aligned to meet
the business objectives set out in the
Strategic Plan.
Staff Engagement Survey
At the end of 2013 a Staff engagement
Survey was conducted. The overall results
showed a good level of engagement and
positive views about our performance, our
culture and values and generally about
the workplace.
The survey model used is based on
the Insync Surveys model of employee
engagement which is inspired by a
combination of insights from both theoretical
and industry research from organisational
psychology and management literature.
This framework of engagement shows
The support from Lotterywest through DCA underpins the Department’s
vision of providing cultural and arts experiences that enrich the lives of all
Western Australians.
This year’s allocation to the Arts Lottery Account was $14.7
million, which was delivered through DCA to 44 arts and cultural
organisations ranging from major performing arts companies
such as the West Australian Ballet, Black Swan State Theatre
Company, West Australian Opera and West Australian Symphony
Orchestra through to smaller arts and cultural organisations such
as Spare Parts Puppet Theatre, Barking Gecko and Goolarri
Media Enterprises.
Furthermore, the response rate by our staff
of 75% is excellent when compared with
other organisations. It means we can have
confidence that the survey’s results are highly
representative of the opinions of Lotterywest
employees and shows engagement with the
survey process.
Highlights from 2013/14 include:
The results from the 2013 survey provide a
benchmark for measuring future performance
and provide valuable information for
planning our future development initiatives
to continue to provide a satisfying and
rewarding workplace.
Spare Parts Puppet Theatre
Staff Conference
The 2013 Lotterywest Staff Conference
was held in November with the theme ‘Be
Curious’. The main aim was to introduce
all staff to the Strategic Plan to seek their
feedback and ensure that all participants
would leave with a good understanding
of the key elements of the plan and their
individual as well as collective role in
achieving its goals.
Throughout the day, participants
were introduced to principles around
‘connectedness’ and the importance of
each one of us in the ‘chain’. Discussion
and reflection of the Lotterywest values
and how they affect what we do were also
incorporated throughout the day’s events.
Black Swan State Theatre Company
This year, funding was provided to the Black Swan State Theatre
Company (BSSTC), to enable the company to increase its season
by two presentations a year, one of which was presented during
this year’s Fringe World Festival.
Highlights for Spare Parts Puppet Theatre this year include the
creation of two new works, Tales from Outer Suburbia adapted
from the Shaun Tan book in partnership with the Mandurah
Performing Arts Centre and Mechronos, a large scale outdoor
performance installation for Perth’s Fringe World Festival. The
Department of Culture and the Arts supports Spare Parts Puppet
Theatre’s core operations, which assists the company in reaching
more than 50,000 people annually.
The company’s belief that today’s younger audiences deserve
meaningful and exciting theatre experiences results in work
that demonstrates puppetry as an artform that challenges and
entertains audiences of all ages. Spare Parts Puppet Theatre
presents four seasons each year in their home theatre in
Fremantle and nurture the artform through the company’s School
of Puppetry and emergent training program, FirstHand. The
company also tours its productions regionally, nationally and
internationally.
Barking Gecko Theatre Company
[Image credit: Ella Hetherington in ‘Duck, Death and the Tulip’,
Barking Gecko Theatre Company. Photo by Jon Green.]
Barking Gecko is Western Australia’s leading professional theatre
company for young people and has earned a national and
international reputation for innovative children’s theatre.
Barking Gecko’s program this year included significant
collaborations with the Perth Festival with Duck, Death and the
Tulip; the Western Australian Academy of Performing Arts with
Hamlet; and the Sydney Theatre Company with Storm Boy.
Colin Thiele’s Storm Boy was adapted for the stage by multiaward winning playwright, Tom Holloway, and included some
of Australia’s best artists including Trevor Jamieson and Peter
O’Brien.
Through the year, Barking Gecko Theatre Company received a
Sydney Theatre Award for Best Production for Young People, and
a Performing Arts WA Award for Best Director for Storm Boy.
Goolarri Media Enterprises
Goolarri Media Enterprises manages the Indigenous
Contemporary Music Strategy, which incorporates a range of
opportunities to develop West Kimberley Indigenous musicians
through performance opportunities, skills development
workshops and business management.
A highlight of the 2013 program was A Taste of Broome, a music
and picture show featuring emerging and established Broome
performers in a production showcasing the history of Broome to
local and visitor audiences.
The Luggers
Image courtesy of Goolarri Media Enterprises.
Photo by Eddie Tran.
West Australian Ballet
The West Australian Ballet received orchestral support funding for
the hire of the West Australian Philharmonic to perform Peter Pan
as part of the 2013 Christmas season, which broke the Ballet’s box
office records with total attendance 17,190.
The key session of the Conference saw the
Strategic Plan explained creatively to staff by
four of Tier 3 Managers.
73
Capacity
The result was a highly entertaining activity
that had everyone involved in talking
about the strategy two important projects
stemming from the strategy – the Retail
Transformation Program and Corporate
Branding.
Tier 4 leadership group.
(One of two Tier 4 groups)
The final session of the day gave staff an
opportunity to ask questions and discuss
aspects of the strategy or ideas from the day.
Management forums
“The tier 4 workshops have been instrumental
in providing me with an opportunity to
network with other Tier 4 Managers which
has given me a greater appreciation and
understanding of different parts of our
business. It has also been a wonderful
forum for the sharing of information and
learning about not only the challenges but the
successes” Marisa Danti, Manager, Customer
Services, Grants and Community Development
Learning and development
Based on the success of the in-house
designed manager forums which
began in 2012/13 we have continued to
ensure managers play a key role in the
development of our people and contribute
to the wider performance and staff
engagement at Lotterywest.
A comprehensive learning program has been
developed, influenced by business needs and
individual development plans. Programs have
been delivered using different methodologies
which include;
•Short sharp focused tailored programs
delivered in house to meet both public
sector and corporate governance training
requirements.
During the year the managers have
been closely involved in developing and
implementing the Strategic Plan and in
activities focused on leadership strategies
for influencing and managing staff through
change and working more collaboratively
across business teams.
•Access to online learning modules for
technical SAP users have also provided
effective in time learning solutions.
•Programs (both internal and external) to
support specific capability development
for written communications, technology
and systems, time management, team
development, project management and
more.
•One to one training delivered by our inhouse SAP specialist trainers.
•Consistent with Lotterywest’s longer term
capability development, 3 staff continued
post graduate studies in Executive Masters
of Business Administration and Master
of Business Administration and Bachelor
of Commerce – majoring in Marketing
through our study assistance program.
practical industry skills and knowledge for
key staff and for ensuring our products and
services remain relevant and innovative to
meet changing global markets.
Performance development program
This year a review of the annual performance
development program ‘5 Conversations’
program was completed. A key output of
the process is the ‘Individual Development
Plans (IDP)’ which gives clarity for individuals
and Lotterywest of development needs of our
workforce to meet business objectives.
These plans provide the data required to
inform the ongoing development of our
Organisational Plan.
This year 8 staff attended lottery industry
conferences in Thailand, the Philippines and
Portugal. These events are critical to develop
A program entitled ‘Core coaching skills’
was introduced in which 75 of our managers
participated. The program included
exposure and experience of, peer to peer,
group coaching and one to one coaching
opportunities delivered over several months.
Development of our managers has also
included opportunities for participation in
lottery industry conferences, exposure to
work based action learning, working on new
projects and acting opportunities to gain
experience at higher levels of management.
“Being relatively new to the organisation
the Tier 4 forums have been a great source
of learning and a wonderful opportunity
to network with my peers. For me this has
proven to be invaluable and with the recent
Core Coaching Skills, the learnings will
continue to add to my tool box”. Melinda
Schmoller, Manager, Retailer Operations,
Business Operations
Tier 3 leadership group.
74 Lotterywest Annual Report 2014
Chad, Jose and Nicholas
from Retailer Supplies.
75
Capacity
ScreenWest
ScreenWest is Western Australia’s screen funding and development agency,
committed to working in partnership with the screen industry to develop, support and
promote film, television and digital media production in Western Australia.
Staff reward and recognition
A review of our reward and recognition
program RITE Awards (based on Lotterywest
values) was completed and an improved
award framework developed. With greater
involvement of managers in selection of
suitable nominees across business units
the aim has been to build staff engagement
and awareness of personal responsibility
for leadership, contribution for creating a
positive workplace and achieving
business goals.
L-R: Frances, Jeanette and Dee-Anne
from People Services.
The Lotteries Commission Act specifies that ‘up to 5% of net
subscriptions’ should go to the screen industry and to the Perth
International Arts Festival. As is our policy half of the funds
available under this section of the act – $7.6 million was allocated
to ScreenWest in 2013/14 with the same amount being allocated
to the Festival.
Lotterywest’s support of the local screen industry through
ScreenWest, the State Government screen agency, is a partnership
that enables Western Australians to make world-class
screen content.
Wellness program
In 2014, ‘These Final Hours’ became the first Western Australian
film to be selected for the prestigious Directors’ Fortnight at
Cannes. The apocalyptic thriller by Perth writer/director Zak
Hilditch and producer Liz Kearney, also won The Age Critics’
Award at the 2013 Melbourne International Film Festival and
opens in cinemas Australia-wide in July 2014.
A new provider was engaged to deliver
a redesigned wellness program that has
taken a broader approach to these activities.
The program focused on a range of activities
to support all elements of Lotterywest
Wellness model. These activities have seen
a large number of staff involved in a range
of activities including healthy heart screen,
nutritional demonstrations, on site
fitness classes and participation in
corporate events.
Technology
Technology is a critical part of our
business and our capacity to deliver on
our Strategic Plan. Our strategy reflects
a key characteristic of the contemporary
technology environment:
•All technology is now potentially interconnected offering new possibilities, new
business models, new functionality and
ease of use
•Increased connectivity demands an
increased focus on security, electronic
identity and awareness of just who can
access what information and for what
purpose
The challenge we embrace is to strike a
balance which enables as much value
as possible to be gained from technology
developments while minimising
associated risk.
76 Lotterywest Annual Report 2014
Partnerships are crucial to the screen industry, and during the
year Western Australian production companies partnered with
Interstate and International companies to maximise economic
and storytelling outcomes. Highlights in 2013/14 include:
There are two core business systems areas
– the gaming system which operates all
the lottery games and the management
information systems which support the
business processes. Both of these areas
require consistent ongoing attention to
ensure that alignment with business
objectives is maintained and appropriately
enhanced.
The gaming system is provided by the
international supplier Intralot with whom we
have recently negotiated a renewal of their
contract for a further 3 years. This year we
will be making extensive gaming system
changes as part of the Retail Transformation
Program to support the new retail technology
in delivering a new and improved level of
customer engagement.
During the coming year as documented
elsewhere in this report an electronic
document and management system (EDRMS)
will be implemented and the use of Business
Intelligence and Customer Relationship
Management extended. These functional
areas are all based within the existing SAP
infrastructure and represent a significant
expansion of our core MIS capability to
address identified business needs.
•Bunbury-based The Vue Group and China-based Shanghai
Hippo Animation Design Company signed a multi-million
dollar contract to develop animated feature films in the South
West. Production has since begun on two films.
•Feature films ‘Kill Me Three Times’ (from WA producer Tania
Chambers and senior US producers and starring Simon Pegg)
and ‘Paper Planes’ (Victoria’s Arena Media and WA producer
Liz Kearney, starring Sam Worthington) were filmed in Western
Australia. Both will be in cinemas in 2014.
•‘Desert War’ (WA’s Electric Pictures and UK’s Nutopia), a
two-part documentary about the British ‘Rats of Tobruk’ and
General Rommel’s Afrika Korps in World War II, won Best
Editing in a Documentary and Best Sound in a Documentary
at the 2014 AACTA Awards (formerly AFIs). It also won
Documentary Television Program at the Screen Producers
Australia Awards, won Best Docudrama at the ATOM Awards
(Australian Teachers of Media) and was nominated for a TV
Week Logie Award.
•‘Serangoon Road’, a co-production between WA’s Great
Western Entertainment and Singapore’s Infinite Studios,
screened in Australia, Singapore, Indonesia and the UK.
Set in Singapore in the 1960s, the 10-part detective series
tells the story of a port city at a crossroads of violence, politics
and crime.
•The Logie and six times AACTA nominated ‘An Accidental
Soldier’ from Taylor Media (WA) and Goalpost Pictures (NSW),
staring Bryan Brown and directed by Rachel Ward, screened
on ABC1.
•Robert Connolly’s seminal feature film ‘The Turning’ won
critical acclaim. Based on Tim Winton’s novel, the film involved
17 directors with six chapters filmed in WA. The film had its
international premiere at the 2014 Berlin International Film
Festival, Official selection Melbourne International Film Festival,
and Rose Byrne won Best Lead Actress at the 2014 AACTA
Awards for her chapter filmed in WA by local director
Claire McCarthy.
Finance
The financial performance of Lotterywest
is fully reported in the Key Performance
Indicators and the Company Annual
Financial Statements commencing on
page 89.
In 2008 an integrated ERP system (SAP) was
implemented which covers a wide range
of organisational needs including finance,
payroll and grants management.
77
Governance
and compliance
The Commission
The Lotteries Commission (trading as
Lotterywest) was constituted by section 5 of
the Lotteries (Control) Act 1954 and continues
in existence by the Lotteries Commission Act
1990 (as amended) (the Act). The function of
the Commission is to conduct lotteries and
to perform any other function vested in it by
the Act. The Commission can ‘do all things
necessary or convenient to be done for or
in connection with the performance of its
functions.’ (Section 6 of the Act).
Foundation, Metropolitan Health Services
Board, Foodbank, Lions Eye Institute and
Asialink.
Mr Atkins also currently serves as a Director
of the Chamber of Commerce and Industry,
and holds other Board appointments with
BWP Management Ltd, Minotaur Exploration
Ltd, Australian Finance Group Ltd and
Committee for Perth.
He brings a strong background in
commercial law and business to the
Lotterywest Board.
The Board
Ms Sheila Hood
The accountable authority of the Lotteries
Commission is the Board of six appointed
by Cabinet on the recommendation of the
relevant Minister, currently the Premier, the
Hon. Colin Barnett MLA.
Ms Sheila Hood was appointed to the
Lotterywest Board in August 2010.
The term of office is normally three years
and each Board member is eligible for
reappointment.
The Board is responsible for oversight of the
business and for making recommendations
to the Premier for approval of grants
to eligible organisations for approved
purposes.
Other responsibilities include preparation
and submission to the Premier of the
annual Strategic Development Plan and the
Statement of Corporate Intent.
Members of the Board Include:
John Atkins – Chairman
John Atkins is the Chairman of the
Lotterywest Board and was appointed in
March 2010.
Mr Atkins has a long history of community
involvement with previous Board
appointments on the Fremantle Hospital
Board, Princess Margaret Hospital
78 Lotterywest Annual Report 2014
Ms Hood has 20 years of international
commercial experience in senior strategic
and operational roles. Her expertise is
developing strategies to achieve sales, profit
and market share objectives for well-known
brands in highly-regulated industries. Her
employers have included for-profit, not-forprofit, Federal and State government entities
across Canada, Europe (including the UK),
the USA and Australia.
Ms Hood was Product Director of global
pharmaceutical company GlaxoSmithKline,
an economist for the Bank of Canada
and Statistics Canada and most recently,
Executive General Manager of HBF, the
fourth largest health fund in Australia and
the largest in Western Australia. [During her
seven years at HBF, Ms Hood was directly
responsible for a wide variety of functions
including: Group Strategy, Finance, Legal,
IT, Governance, (Financial) Viability, Product
Development, Benefits Management, Claims,
Information and Planning. She was also the
General Manager of HealthGuard and the
General Manager of HBF Health.]
L-R: The Lotterywest Board at Cottesloe Surf
Lifesaving Club – Andrea Hall, Garry Trinder,
John Atkins, Maria Harries, Stephen Carre
and Sheila Hood.
79
Governance and compliance
Ms Hood holds a Bachelor of Arts (Honours
in Economics) from the University of Western
Ontario and a Masters of Arts (in Economics)
from McMaster University, Canada. She is
also a graduate of the Australian Institute
of Company Directors and was awarded
a scholarship to study at INSEAD through
Chief Executive Women, a member-based
organization whose goal is to facilitate great
representation of women at senior levels of
Australian business.
Dr Maria Harries
Dr Maria Harries was appointed to the
Lotterywest Board in June 2011.
Dr Harries runs her own evaluation and
management consulting business as well
as holding the positions of Senior Honorary
Fellow at The University of Western Australia
where she worked as an academic for over
twenty years and an Adjunct Professor at
Curtin University where she is engaged in
research development.
With original degrees in Psychology and
Politics from the University of Tasmania, and
Social Work from The University of Western
Australia, and then a Masters in Social
Administration from Flinders University
and a PhD from Murdoch University, Maria
has built up a forty year career in human
services, in WA, interstate and overseas.
During this time she has developed a
reputation as a leader in a diversity of
areas including mental health, child and
family welfare, ethics, advocacy, research,
management and governance.
She is a non-executive director in a variety
of organisations and chairs or has chaired a
number of Boards.
In acknowledgment of her contribution to the
Australian community, she was awarded an
Order of Australia (AM) in 2004.
80 Lotterywest Annual Report 2014
Mr Garry Trinder
Mr Garry Trinder was appointed to the
Lotterywest Board in January 2012. Prior to
retirement Garry was CIO at Edith Cowan
University
Mr Trinder has more than 45 years’
experience in the information technology
industry in both private and government
sectors.
In 2007, he was awarded the prestigious
WA Information Technology and
Telecommunications Award which
recognised his outstanding contribution to
the State’s ICT industry. He is also a Fellow,
Honorary Life Member and Past President of
the Australian Computer Society (ACS).
Prior to his role at Edith Cowan University,
Mr. Trinder has held a range of senior
consultancy and management roles for
groups including MercyCare Group, BHP
Iron Ore and Arthur Young.
Mr. Trinder was also elected to the City of
Subiaco Council as a Councillor in October
2011 and Deputy Mayor in October 2013
representing the North Ward. His term is for
four years.
She is currently a member of the Murdoch
University Audit and Risk Committee and
was previously a non-executive director of
Gryphon Minerals Limited.
Mrs Hall is a Fellow of the Institute of
Chartered Accountants and a former partner
within KPMG’s Advisory Services division.
She has more than 20 years of experience
in finance, risk management, internal and
external audit, corporate governance and
advisory services.
During her tenure at KPMG, she worked
closely with many large organisations in the
mining, health, transport, insurance, and not
for profit sectors as well as with government
infrastructure agencies. Mrs Hall was the
2011 Chair of the WA Council for the Institute
of Chartered Accountants where she was an
elected member for seven years.
The Board meets at least 11 times a year with the exclusion normally of January. Some
members are also members of the Audit and Risk Management Committee and of occasion
special Board Project.
Steering Committees. Each year at least one special planning meeting is held.
Mr Stephen Carre
Mr Stephen Carre was appointed to the
Lotterywest Board in January 2014.
Mr Carre brings a wealth of experience as a
successful small business owner of his multiaward winning IGA store in Swanbourne.
He also has interests in food and distribution
as the Managing Director of Farm to Table
which supports famers to distribute their
products to independent retailers and
supermarkets.
He has a strong background in business
improvement, developed during his 30 year
career in banking and small business. Mr
Carre has held senior roles at Bankwest and
worked nationally with Westpac, NAB and
IAG. He is a CPA and has a business degree
and MBA.
Mr Carre has also worked with numerous
community based organisations including
the homeless, disadvantaged and the
elderly.
Ms Andrea Hall
Mrs Andrea Hall was appointed to the
Lotterywest Board in March 2012.
Meetings
Name
Position
CommencementExpiry
DateDate
Mr John Atkins
Chairperson
26/03/10
(Chairman)
26/03/13 *
Extended for a further 3 year term to 26/03/16
Ms Sheila Hood Board Member
02/08/10
02/08/13 *
Extended for a further
3 year term to 02/08/16
Dr Maria Harries Board Member
21/06/11
21/06/14 *
Extended for a further 3 year term to 21/06/17
Mr Garry Trinder
Board Member
01/01/12
01/01/15
Mrs Andrea Hall
Board Member
26/03/12
26/03/15
Mr Ray Bennett Board Member
31/03/08 *
31/12/10
Term was extended for a further 3
year term
31/12/13
term ended retired
from the Board
Mr Stephen Carre Board Member
31/12/13
Audit and Risk Management Committee
and Internal Audit
The Chairperson of the Audit and Risk
Management Committee is Ms Andrea Hall.
Other members are the Board Chairman,
Mr John Atkins, and Board members Ray
Bennett (now retired), and more recently,
Sheila Hood. The committee met 5 times
during the year. All members attended each
meeting.
Lotterywest’s Internal Auditor is Ernst &
Young. Lotterywest’s Internal Audit Charter
and the Internal Audit and Risk Management
Committee Charter provide the framework
for the Internal Audit function.
31/12/16
Board members’ duties
Schedule 1 of the Act deals with liability of
members of the Commission and provides
that no person (includes the Commission
and those acting under the direction of
the Commission) acting in good faith shall
be subject to any action, liability, claim or
demand. However, this clause is subject
to the Statutory Corporations (Liability of
Directors) Act 1996.
Board member Number of meetings held in 2013/14 whilst a Board Member
Number of
meetings
attended
Mr John Atkins 11 11
Ms Sheila Hood 11 11
Dr Maria Harries 11 11
Mr Garry Trinder 11 10
Ms Andrea Hall 11 11
Mr Ray Bennett (ret.) 6 4
Mr Stephen Carre
5
5
81
Governance and compliance
Legislation impacting on Lotterywest
Enabling legislation
The Lotteries Commission operates under the
Lotteries Commission Act 1990 (as amended)
(the Act) and in accordance with the rules and
regulations governing the operation of lottery
games. In April 2003, under the provisions
of the Lotteries Commission Act, the Lotteries
Commission adopted the trading name
Lotterywest.
Our health is in their hands.
Legislation and regulation impacting on Lotterywest includes but is not limited to:
Legislation (WA unless stated otherwise)/
Regulations/Rules/Standards -
•Lotteries Commission (Powerball Lotto)
Rules 1996 (WA)
• Administrative Instructions
•Lotteries Commission (Saturday Lotto)
Rules 1996 (WA)
• Auditor General Act 2006
• Australian Accounting Standards (AAS)
• Commissioner’s Circulars
•Competition and Consumer Act 2010
(Cwth)
Under the Act Lotterywest has the following
responsibilities and powers:
• Competition Policy Reform Act 1996
•To conduct lotteries other than
continuing lotteries in the whole or any
part of the State
• Corporation Act 2001 (Cwth)
• To conduct games of Lotto
• Disability Services Act 1993
• To conduct Soccer Pools
• Electronic Transactions Act 1999 (Cwth)
•To perform any other function vested in it
by the Act. This last responsibility includes
the role of distributing funds to eligible
organisations in accordance with the
provisions of the Act.
• Electronic Transactions Act 2003
Those provisions require that the Board make
formal recommendations to the Minister for
approval prior to grants being distributed.
With respect to the proceeds of lottery sales
the Act specifies that:
• Freedom of Information Act 1992
•A prescribed portion of the proceeds be
allocated to specific State Treasury accounts
for hospitals, sports and the arts
Supporting Health Services
• Copyright Act 1968 (Cwth)
•Corruption and Crime Commission
Act 2003
•Equal Opportunity Act 1984 (other than
Part IX)
• Equal Opportunity Act 1984 (Part IX only)
• Financial Management Act 2006
•Gaming and Betting (Contracts and
Securities) Act 1985
•Gaming and Wagering Commission
(Continuing Lotteries Levy) Act 2000
• Guide to Ethical Decision Making
• Industrial Relations Act 1979
•Lotteries Commission (Soccer Pools)
Rules 1996 (WA)
•Lotteries Commission (Super 66) Rules
1996 (WA)
•Minimum Conditions of Employment
Act 1993
•Occupational Safety and Health
Regulations 1996
• Occupational Safety and Health
Act 1984
• Patents Act 1990 (Cwth)
• Patents Regulations 1991 (Cwth)
• Public Interest Disclosure Act 2003
• Public Sector Code of Ethics
• Public Sector Management Act 1994
• Retail Trading Hours Act 1987
• Salaries and Allowances Act 1975
•Senior Executive Service Classification
Quality Framework
• Spam Act 2003 (Cwth)
• State Records Act 2000
• State Records Commission Standards
• State Supply Commission Act 1991
•Statutory Corporations (Liability of
Directors) Act 1996
•A prescribed portion of the proceeds
be allocated and distributed directly by
Lotterywest to ‘eligible organisations’,
defined by the Act as local Government
authorities and not-for-profit community
groups for benevolent and charitable
purposes
• Interactive Gambling Act 2001 (Cwth)
•The Act also specifically names as
beneficiaries the University of Western
Australia (for the Perth Festival) and a ‘body
corporate’ (ScreenWest) for the support of the
WA commercial film industry
•Lotteries Commission (Instant Lottery)
Rules 1996 (WA)
•Trade Practices (Industry CodesFranchising) Regulations 1998 (Cwth)
•Lotteries Commission (Internet Entries)
Rules 2010
• Treasurer’s Instructions
•Lotteries Commission (Monday and
Wednesday Lotto) Rules 2006
• WA CEO Performance Agreement
•Any residual funds, after the appropriate
provisions for all remunerations, allowances,
expenditures and expenses, are distributed
directly to eligible organisations
82 Lotterywest Annual Report 2014
•International Financial Reporting
Standards (IFRS)
•Lotteries Commission (Cash 3) Rules
1998 (WA)
•Lotteries Commission (Designated
Authorities) Regulations 1998 (WA)
•Lotteries Commission (OZ Lotto) Rules
1995 (WA)
Western Australia’s Health Services receive an allocation of 40%
of ‘net subscriptions’ each year - $117.4 million in 2013/14 which
helped WA deliver a world-class health system to 2.6 million
people across our vast State.
the hospital. There are three new operating theatres, a procedure
room and a dedicated endoscopy room.
WA Health’s 40,000-plus team works through a network of
hospitals and health services across metropolitan, rural and
remote areas of the State.
The Boodjari Yorgas Family Care Program at Armadale Health
Service is culturally specific for pregnant Aboriginal women and
their families, providing holistic pregnancy care by nurturing the
traditional perspective of childbirth being women’s business. The
discharge program ensures that all women and their newborns
are followed up after leaving hospital and are referred to
continuing care with local services.
It is estimated that there will be one million presentations to
emergency departments in the coming year; an estimated two
million hospital outpatients; and an extra 15,000 hospital patients.
To help meet this growing demand, Lotterywest’s allocation will
be shared across the public hospital and health system to deliver
many vital projects.
Providing bigger and better hospitals
The people of WA will this year welcome the new Fiona Stanley
Hospital, our biggest and most technologically advanced hospital.
The new Perth Children’s Hospital and Midland Health Campus
will soon follow. The redeveloped Kalgoorlie Health Campus and
recently opened Albany Health Campus will be joined by the
Busselton Health Campus later this year as new and up-to-date
facilities for our regional population. This $7 billion investment in
infrastructure will be supported by the latest equipment and highly
skilled staff.
Better surgical services for the regions
Patients have benefitted from a wider range of surgical services
now performed at the new Albany Health Campus. Staff surgeons
and visiting specialists have a purpose-built surgical centre that
allows more elective and day surgery to be treated in one area of
Health service family care hits the right note
Comprehensive stroke unit saves lives
The comprehensive stroke unit at Rockingham General Hospital
is a specialist unit that reacts quickly and effectively to achieve the
best outcome for patients who have suffered a stroke. Research
shows that stroke unit care can reduce death and disability by
20 per cent. The hospital provides acute stroke services around
the clock, seven days a week, and a stroke rehabilitation service
to help patients regain function and integrate back into the
community.
Child and adolescent mental health care
The Child and Adolescent Mental Health Service have devised a
Multi-Systemic Therapy program that is home-based intervention
for families with young people who have severe behavioural
disorders. This intensive four to five month intervention teaches
parents and caregivers problem-solving skills to manage their
children’s behaviour, leading to improvements in communication
between family, community and schools.
• Strategic Asset Management
Framework
• Superannuation Act 1990 (Cwth)
• Trade Marks Act 1995 (Cwth)
• Trade Marks Regulations 1995 (Cwth)
• Unclaimed Money Act 1990 (WA)
•Workers Compensation and Injury
Management Act 1981 (Cwth)
83
Governance and compliance
Ministerial Directives
Advertising and sponsorship
Handling complaints
The Act (Section 7) contains a provision
that gives the Minister the power to direct
Lotterywest with respect to its functions and
powers (other than those associated with the
grant making responsibility. In that regard,
the Minister has no power of direction). No
Ministerial directives were received during
the financial year.
In compliance with the Electoral Act 1907,
section 175ZE, Lotterywest is required to
report on expenditure incurred during
2013/14 in relation to advertising, market
research, polling,
Customer complaints are handled through
the customer enquiries and helpdesk
functions via the Customer Relationship
Management (CRM) system. The system
captures all customer feedback for analysis.
direct mail and media advertising agencies.
The required details, in accordance with
Treasurer’s Instruction 903, are as follows:
Pricing policies on outputs
Information statement
Lotterywest publishes an Information
Statement on its website in accordance with
Section 94 of the Freedom of Information
Act (FOI) 1992. It is Lotterywest’s policy to
provide as much information as possible to
the public within the bounds of commercial
requirements.
Publications available to the public
The following publications, relating to the
activities of Lotterywest, are available to the
public from Lotterywest’s head office at 74
Walters Drive, Osborne Park:
• 2014-18 Strategic Plan
• Lotterywest Information Statement
Expenditure with
Advertising Agencies
Expenditure with
Market Research Agencies Expenditure with
Polling Agencies $
$76,280
Nil
Expenditure with
Direct Mail Agencies $41,052
Expenditure with
Advertising Agencies $4,715,202
Expenditure with
Media Advertising Agencies $12,263,202
Total Expenditure $17,095,736
• Player Guide Brochures
Lotterywest maintains a website
www.lotterywest.wa.gov.au. This offers
information on our organisation, game
results and grants.
Recordkeeping plan
Lotterywest Executive Team (L-R:)
Jan Stewart PSM
Chief Executive Officer
Maree Brown
General Manager, Business Operations
Lorraine Driscoll
General Manager, Strategy and Planning
Don Wharton
General Manager, Information Services
and Chief Information Officer
Pascoe Rechichi
General Manager, Corporate Services and Chief Financial Officer
Alec James
General Manager, Business Development
84 Lotterywest Annual Report 2014
Jacquie Thomson
General Manager, Grants and Community Development
Lotterywest complies with the State
Records Act 2000 and has an approved
Recordkeeping Plan that is reviewed
every five years. Lotterywest conducts
recordkeeping training through an online
package called ‘Recordkeeping Awareness
Training’, which is mandatory for all new
staff and must be successfully completed
within three months.
As part of the induction process, a Corporate
Information team member ensures all new
staff are aware of roles and responsibilities
in relation to compliance with the Lotterywest
Recordkeeping Plan.
Lotterywest has discretion to adjust the
prices of its products, subject to Ministerial
approval.
Public interest disclosures
Lotterywest has Public Interest Disclosure
(PID) Guidelines and associated user guides
and forms available to all staff on the
Lotterywest Intranet. Information on PID is
provided through our ethics and integrity
training run for all new staff, and reinforced
through ongoing ethics and integrity
refresher training. We have two registered
PID officers. In the 2013/14 financial period
there were no public interest disclosures.
Freedom of Information
During 2013/14, one Freedom of Information
application was received and access
refused under Section 26 of the Freedom
of Information Act (FOI) 1992. Consent was
granted for the release of two third-party FOI
requests.
Conflict of interest
At the date of reporting, other than normal
contracts of employment of service, no
Board members or senior officers, or firms
in which members or senior officers have
substantial interests, had any interests
in existing or proposed contracts. Such
interests must be declared as part of the
Declaration of Interest Policy.
Statement of Compliance with Public
Sector Management Act s.31(1)
Lotterywest has complied with the Public
Sector Standards in Human Resource
Management, and the Public Sector Code of
Ethics and our Code of Conduct, as follows:
Compliance with Human Resource
Management Standards and
Commissioner’s Instructions
All staff have access to information about
the Human Resource Management (HRM)
Standards, Commissioner’s Instructions and
HRM policies on the Lotterywest Intranet.
In 2013/14, one breach of standard claims
was lodged against the HRM Standards.
This was resolved internally by Lotterywest
and was not referred to the Public Sector
Commission for their review.
Checklists are used for each of the
Standards and Commissioners Instructions
in administering the human resource
function and reviews all transactions.
85
Supporting
elite athletes
Through Western Australian
Institute of Sport.
From the Sports Lottery Account, $4.8 million was
allocated by the Minister for Sport and Recreation
to WAIS in 2013/14 to assist Western Australia’s
peak high performance athletes.
Supporting Sport & Recreation
The Department of Sport and Recreation (DSR) receives 5% of ‘net subscriptions’
which this year was $14.7 million, supporting a range of programs and organisations within the WA sector.
More than 5000 clubs were underpinned by $6.72 million
in funding to 84 State Sporting Associations through the
Organisations Sustainability Program – ranging from the major
sporting codes including football and netball through to emerging
sports such as flying disc.
The 2013/14 year again saw athletes from the
Western Australian Institute of Sport excel on the
international stage.
In addition, DSR supported other groups and programs including:
Highlighting this period was the success of
WAIS javelin thrower Kim Mickle, who claimed
a silver medal at the IAAF Athletics World
Championships in Moscow, after throwing
66.60m for second place.
•WA Sports Medicine for a Perth symposium, featuring keynote
Dr Michael Makdissi, to help coaches, officials, parents and
athletes learn more about latest best practise.
Mickle’s efforts saw her named WAIS Athlete of
the Year at the prestigious WAIS Annual Dinner,
accepting the award ahead of fellow World
Championship medallists Glencora McGhie (water
polo) and Lauren Reynolds (BMX).
•The Sports Drug Testing regime to discourage WA athletes from
using performance-enhancing drugs.
•Support for the WA Disabled Sports Association to encourage
participation in an active lifestyle.
•SportsXchange, helping WA sports become more financially
independent and sustainable.
•Additional support for the Garnduwa Amboorny Wirnan
Aboriginal Community for ongoing sport and recreation
programs across the region.
• T he Club Development Officers Scheme, providing on-theground support to clubs and communities throughout WA.
Regional communities continue to be well supported with
investment of more than $1.2 million, including the funding of
Sports Houses, operational sustainability grants and specific
initiative grants. $150,000 was provided via the Country Sports
Enrichment Scheme, with highlights including the hosting of
an international hockey fixture in the Goldfields between
Australia and Japan.
The 2013/14 period was also a busy time for our
WA athletes as preparations intensified for the
2014 Glasgow Commonwealth Games.
Western Australia is set to send a team of close to
30 athletes to Scotland, with the Australian team
expected to challenge strongly for top position on
the medal tally.
WA will be well represented across sports such
as track and field, swimming, gymnastics and
men’s and women’s hockey when the Games get
underway from 23 July – 3 August.
86 Lotterywest Annual Report 2014
87
Governance and compliance
Although all transactions dealing with the
Standards are individually reviewed against
the checklists, particular attention is given
to reviewing recruitment decisions for
compliance with the Employment Standard
and Filling a Public Sector Vacancy.
Public Sector Code of Conduct
The Code of Conduct is issued to all new
and existing staff in booklet form and an
electronic copy made available. Substandard performance and discipline policy
and procedures are also available to staff.
Compulsory Confidentiality Agreements
are in place for all staff and contractors.
This helps manage the higher level of risk
associated with working in an organisation
which holds commercially sensitive
information.
In 2013/14, a new training program was
developed to prepare staff for additional
ethical and behavioural challenges as
outlined by the Public Sector Commission
(PSC). This new program was attended by
120 staff (60%). The remaining 80 staff (40%)
will attend by the end of 2014.
In addition, work has commenced to review
and update Lotterywest’s code of conduct to
reflect these new requirements.
During the year, three grievances were
lodged against the Code of Conduct. These
grievances were resolved internally by
Lotterywest and were not referred to the
Public Sector Commission or other external
agency for their review.
Occupation Health and Safety and
WorkSafe Plan
Occupational health and safety and
injury management systems are in place
in accordance with requirements of
the Workers’ Compensation and Injury
Management Act 1981.
The Strategic and WorkSafe Plans include
strategies and performance targets on
occupational health and safety. These
matters are reported regularly to the Board ,
88 Lotterywest Annual Report 2014
Security Committee
Executive and employees through meetings,
the Intranet and the OHS Committee.
The Security and Risk Management
Committee oversees substantial risk and
security projects within Lotterywest. The
committee comprises senior management
from different business units and meets
regularly throughout the year. Projects are
tabled for discussion and action taken
where necessary.
In 2013/14, policies and processes on
first aid and emergency procedures were
reviewed. The main recommendations have
been implemented and include:
•Raising staff awareness of the
importance of health and safety in the
workplace.
•Investigating the outcome of action taken
to reduce hazards, risks, injuries and
insurance claims.
Financial
Statements
Certification of Financial Statements
for the year ended 30 June 2014
Risk management
Lotterywest adheres to the Australian/New
Zealand Risk Management Standard AS/
NZS ISO 31000:2009.
Injury management
The risk framework was reviewed following
the completion of the Strategic Plan. Work
has continued on ensuring that all risks have
been adequately identified and appropriate
mitigation strategies are in place.
An injury management system is in
place in accordance with the Workers’
Compensation and Injury Management Act
1981. Approaches to injury management,
and the return to work, include consultation
with employees, their manager and medical
practitioners, and with human resources
specialist practitioners where necessary.
The process has been successful in helping
employees return to the workplace after
significant injury or illness. The process
has also supported employees with injury
management of non-related workers’
compensation injuries.
Security
During the financial year RiskCover
completed a site safety risk review of 72
Walters Drive. This forms the basis for the
facilities management team to take action
where improvements are
recommended. This is in line with continuous
improvement in Lotterywest’s physical
security of staff and property. Information
security practices are based on the World
Lottery Association Security Standards
and other relevant standards. These are
constantly monitored and improved.
During the year, two members of the People
Services team completed advanced injury
management training to support employees
with their return to work plans after injuries
or other health issues.
Indicator
Target 2013/14
Performance
2013/14
Number of fatalities
0
0
Lost time injuries/incidence rate
0 or 10% fewer than
previous 3 years
2 (25%)
Percentage of injured employees returned to work within 28 weeks
80% or more return to
work within 26 weeks
75%
Percentage of managers trained in OHS and injury management
responsibilities
80% or more
70%
89
Certification of Financial Statements
For the year ended 30 June 2014
90 Lotterywest Annual Report 2014
91
Certification of Financial Statements
For the year ended 30 June 2014
Certification
of Performance
Indicators
We hereby certify that the key performance indicators are based on proper
records, are relevant and appropriate for assisting users to assess the
Lotteries Commission’s performance, and fairly represent the performance
of the Lotteries Commission for the financial year ended 30 June 2014.
John Atkins
Chairman
Accountable Authority
21 August 2014
Andrea Hall
Commissioner
Accountable Authority
21 August 2014
92 Lotterywest Annual Report 2014
93
Lotterywest Key Performance Indicators
Notes to the Key Performance Indicators tables
Outcome Statement
Effectiveness Indicators
1.This measure shows the effectiveness of Lotterywest in penetrating
the players’ market that is considered to be the adult population in
Western Australia. The slight negative variance in sales per adult to
budget is a result of total sales being slightly below budget. This is
partly due to the June Superdraw Division One prize pool being set
by the Bloc at $22 million instead of $30 million anticipated at the
time the budget was set. The significant decrease in sales per adult
this year against the previous year is attributable to the outstanding
overall sales performance in 2012/13 as a result of the exceptional
high level of jackpots for OZ Lotto and Powerball. Division 1 offers for
OZ Lotto and Powerball this year were 17.9% and 12.9% down on
last year respectively.
Lotteries are conducted with the proceeds returned to the community of Western Australia
Services
1. Sale of lottery products to the public of Western Australia
2. The provision of grants and other distributions to the community of Western Australia
Effectiveness Indicators
Actual 2013/14 Budget
2013/14 Actual
2012/13 Actual
2011/12
Actual
2010/11
Actual
2009/10
1. Sales per Adult $397.11
$414.18
$424.19
$421.75
$375.71
$394.25
2. Total Allocation to Beneficiaries
per Capita
$107.61
$110.47
$112.77
$109.84
$104.86
$106.71
3. Total Allocation to Beneficiaries
as a % of Sales
34.0%
33.4%
33.4%
33.9%
35.2%
34.2%
Actual 2013/14 Budget
2013/14 Actual
2012/13 Actual
2011/12
Actual
2010/11
Actual
2009/10
4. Lottery Expenses as a % of Sales* 5.7%
6.0%
5.5%
5.6%
6.4%
5.9%
5. Grants Operations Expenses as a %
of Direct Grants Approved
12.0%
11.9%
11.2%
10.7%
5.3%
5.2%
Actual 2013/14 Budget
2013/14 Actual
2012/13 Actual
2011/12
Actual
2010/11
Actual
2009/10
a. Total Population (million)
2.5206
2.4245
2.4327
2.3522
2.2920
2.2456
b. Adult Population (million)
2.0070
1.9356
1.9349
1.8084
1.8188
1.7793
c. Total Sales (million)
$796.99
$801.69
$820.76
$762.68
$683.34
$701.48
d. Total Allocated to Beneficiaries $271.23
$267.83
$274.34
$258.36
$240.34
$239.63
e. Total Approved Direct Grants
$124.46
$120.00
$123.31
$117.89
$114.07
$109.85
f. Total Lottery Expenses** (million)
Efficiency Indicators
Base Data
$569.66
$574.64
$584.18
$544.77
$489.19
$497.91
g. Lotteries Operations Expenses (million)
$45.21
$47.76
$45.28
$42.84
$43.71
$41.45
h. Grants Operations Expenses (million)
$14.93
$14.27
$13.76
$12.60
$6.06
$5.74
Note: –
* Lottery Expenses include all administrative costs (excluding cost of sales) associated with selling of lottery products ** Total Lottery Expenses include the cost of sales (including prizes and the commission paid) and all operational costs associated with selling of lottery products and
administering the grants funding.
For the purpose of these Indicators, the Goods and Services Tax has been excluded from expense calculations; and beneficiaries refers to the allocation prescribed in the
Lotteries Commission Act 1990 to the Hospital Fund, the Sports Account, the Arts Account and to eligible organisations of “approved purposes”.
94 Lotterywest Annual Report 2014
Note: Adult population refers to the number of Western Australians
of 16 years and over who are permitted by the Lotteries Commission
Act (1990) to purchase lottery products.
2.This measure relates to Lotterywest’s grant funding function which is
to provide funds and support to the community of Western Australia.
The slightly unfavourable to budget result this year is a consequence
of the sales decrease.
3.This measure shows the effectiveness of Lotterywest in converting
sales revenue to community grants. This year Lotterywest approved
34.0% of gross sales revenue as grants for the Western Australian
community, this outcome is fractionally above budget. This level of
return is well above that stipulated in the Lotteries Commission Act
1990 which provides that 67.5% of net subscriptions be returned in
the form of grants to the Western Australian community. By way of
comparison, this equates to a funding to sales ratio of approximately
24.0%.
Efficiency Indicators
4.This indicator shows the efficiency of Lotterywest in generating its
sales revenue. It excludes the Grants Operations expenses. The
annual ratio of 5.7%, favourable to budget results from the delays in
the development of new communications material (for the corporate
brand as well as for the product brands OZ Lotto and Powerball).
Base Data
(a)/(b)Lotterywest uses population figures sourced from the Australian
Bureau of Statistics (ABS) in calculating its performance indicators.
The total population of Western Australia is used for Community
Grants indicators as all Western Australians benefit from the
community funding grants program.
The adult population figures are used for Lottery Product
indicators as only adults (aged 16 years and over) are permitted
to purchase lottery products in Western Australia.
(c) This shows Lotterywest’s total annual gross sales for the financial
year 2013/14.
(d) This item shows the total of all statutory and direct grants funding
for 2013/14, before any write-backs or adjustments.
(e) This item shows the total of direct grants funding for 2013/14,
before any write-backs or adjustments. This year some
1,197 grants were given to 1,017 not for profit and benevolent
organisations benefited from Lotterywest’s Direct Grants
program.
(f)These figures reflect total Lottery Expenses including cost of
sales - prizes $446.9 million, retailers’ commission $62.6 million
and operational expenses $60.1 million. It excludes payments of
GST on the gaming margin on the basis that such payments are
refunded by the State Government.
(g)This figure shows the total operational costs in operating the
lotteries business. It excludes the Grants operations expenses.
(h)This figures reflects the total costs in undertaking the Direct
Grants funding administration and distribution function, it
excludes Lotteries operations expenses.
5.This measure shows the ratio of expenditure associated with the
grants distribution to the consolidated funding and to not for profit
and benevolent organisations. The result for 2013/14 financial year
of 12 cents of expenditure for every dollar of direct grants distributed
is in line with budgeted expectations.
95
Financial
Statements
Certification of Financial Statements
for the year ended 30 June 2014
Statement of Comprehensive Income
For the year ended 30 June 2014
Note
20142013
$000
$000
INCOME
Revenue
Sales of Goods
3
796,991820,761
Interest Revenue
12,36515,183
Other Revenue
14,48617,244
4
Total Income
823,842
853,188
The accompanying financial statements of the Lotteries Commission
have been prepared in compliance with the provisions of the Financial
Management Act 2006 from proper accounts and records to present fairly
the financial transactions for the financial year ended 30 June 2014 and the
financial position as at 30 June 2014.
At the date of signing, we are not aware of any circumstances which would
render the particulars included in the financial statements misleading or
inaccurate.
EXPENSES
Cost of Sales
3
541,797557,962
Lotteries Operations
5
45,21345,283
Grants and Community Development Operations
6
14,92713,764
Returns to Beneficiaries 7
268,763272,032
Total Expenses 870,700889,041
Loss before Grants from State Government
Grants from State Government
8
Loss for the Period
(46,858)(35,853)
32,27332,830
(14,585)(3,023)
OTHER COMPREHENSIVE INCOME
Pascoe Rechichi
Items not reclassified subsequently to profit and loss
Chief Finance Officer
21 August 2014
Changes in Asset Revaluation Surplus
19
(708)1,497
Total Other Comprehensive Income
(708)1,497
Total Comprehensive Loss for the Period
(15,293)(1,526)
See also Note 27 ‘Schedule of Income and Expenses by Service’.
John Atkins
The Statement of Comprehensive Income should be read in conjunction with the accompanying notes.
Chairman
Accountable Authority
21 August 2014
Andrea Hall
Commissioner
Accountable Authority
21 August 2014
96 Lotterywest Annual Report 2014
97
Statement of Financial Position
Statement of Changes in Equity
As at 30 June 2014
For the year ended 30 June 2014
Note
20142013
$000
Revaluation
$000
Note
Asset $000
Balance at 1 July 2012
Accumulated
surplus/(deficit)
Total Equity
$000
$000
ASSETS
Current Assets
Cash and Cash Equivalents
20
Inventories
Receivables
9
8,31126,327
859647
13,89817,378
Held to Maturity Financial Assets
10
183,710246,560
Non Current Assets Classified as Held for Sale
11
1,900—
Total Current Assets
208,678290,912
8,373
115,795
19
1,497
(3,023)
(1,526)
Balance at 30 June 2013
9,870
112,772
122,642
122,642
Total Comprehensive Income/(Loss) for the Year
124,168
Balance at 1 July 2013
9,870
112,772
19
(708)
(14,585)
(15,293)
Balance at 30 June 2014
9,162
98,187
107,349
Total Comprehensive (Loss)/Income for the Year Non Current Assets
Held to Maturity Financial Assets
10
77,06215,000
Work in Progress
12
3,5711,978
Property, Plant and Equipment
13
18,04920,280
14
18,04921,773
Intangibles
Total Non Current Assets
116,73159,031
Total Assets
325,409349,943
The Statement of Changes in Equity should be read in conjunction with the accompanying notes.
LIABILITIES
Current Liabilities
Payables
16
Provisions
17
18
Sales in Advance
Total Current Liabilities
182,489190,397
29,28830,068
4,8225,317
216,599225,782
Non Current Liabilities
Payables
Provisions
16
300350
17
1,1611,169
Total Non Current Liabilities
1,4611,519
Total Liabilities
218,060227,301
NET ASSETS
107,349122,642
EQUITY
Asset Revaluation Reserve
19
9,1629,870
Retained Earnings
19
98,187112,772
Total Equity
107,349122,642
The Statement of Financial Position should be read in conjunction with the accompanying notes.
98 Lotterywest Annual Report 2014
99
Statement of Cash Flows
Notes to the Financial Statements
For the year ended 30 June 2014
For the year ended 30 June 2014
Note
20142013
$000
1.
Australian Accounting Standards
$000
Lotterywest’s financial statements for the year ended 30 June 2014 have been prepared in accordance with Australian Accounting
Cash Flows from Operating Activities
Standards. The term “Australian Accounting Standards” includes Standards and Interpretations issued by the Australian Accounting
Receipts
Standards Board (AASB).
Sale of Goods
803,417828,432
Interest Received
12,86314,814
GST Receipts on Sales
447438
Lotterywest has adopted any applicable new and revised Australian Accounting Standards from their operative dates.
Initial application of an Australian Accounting Standard
Prizes and Retailers’ Commissions
(507,215)(507,324)
Lotterywest has applied the following Australian Accounting Standards effective for annual reporting periods beginning on or after
Suppliers and Employees
(55,267)(49,610)
1 July 2013.
Direct Grants
(120,153)(122,150)
GST Payments on Purchases
(21,577)(21,707)
•
GST Payments to Taxation Authority
(11,045)(11,556)
AASB 13 establishes a single source of guidance for determining the fair value of assets and liabilities. AASB 13 does not change when
Payments
Net Cash Provided by Operating Activities20
101,470131,337
AASB 13 – Fair Value Measurement
an entity is required to use fair value, but rather, provides guidance on how to determine fair value when fair value is required or
permitted. Application of this definition may result in different fair values being determined for the relevant assets.
Cash Flows from Investing Activities
Purchase of Non Current Assets
(3,318)(2,344)
Net Sales/(Purchases) of Investments
788(2,577)
Net Cash (used in) Investing Activities
AASB 13 also expands the disclosure requirements for all assets or liabilities carried at fair value. This includes information about the
assumptions made and the qualitative impact of those assumptions on the fair value determined.
(2,530)(4,921)
Consequential amendments were also made to other standards via AASB 2011-8.
Additional required disclosures have been made and there is no financial impact.
AASB 119 – Employee Benefits
Cash Flows (to)/from State Government
GST Reimbursements
32,64332,565
Statutory Payments to Beneficiaries
(149,599)(150,000)
Net Cash (Provided to) State Government
(116,956)(117,435)
Net Increase/(Decrease) in Cash and Cash Equivalents
(18,016)8,981
The main change introduced by this standard is to revise the accounting for defined benefit plans. The amendment removes the options
Cash and Cash Equivalents at Beginning of Period
26,32717,346
for accounting for the liability, and requires that the liabilities arising from such plans is recognised in full with actuarial gains and losses
Cash and Cash Equivalents at End of Period
•
being recognised in other comprehensive income. It also revised the method of calculating the return on plan assets.
208,31126,327
The Statement of Cash Flows should be read in conjunction with the accompanying notes.
The revised standard changes the definition of short-term employee benefits. The distinction between short-term and other long-term
employee benefits is now based on whether the benefits are expected to be settled wholly within 12 months after the reporting date.
Consequential amendments were also made to other standards via AASB 2011-10.
Lotterywest assessed employee leave patterns to determine whether annual leave is a short-term or other long-term employee benefit.
The resultant discounting of annual leave liabilities that were previously measured at the undiscounted amount is not material.
•
AASB 1048 – Interpretation of Standards
This Standard supersedes AASB 1048 (June 2012), enabling references to the Interpretations in all other Standards to be updated by
reissuing the service Standard.
100 Lotterywest Annual Report 2014
There is no financial impact.
101
Notes to the Financial Statements
For the year ended 30 June 2014
•
AASB 2012-2 – Amendments to Australian Accounting Standards – Disclosures – Offsetting Financial Assets
Early adoption of Standards
and Financial Liabilities
AASB 2012-2 principally amends AASB 7 Financial Instruments: Disclosures to require disclosure of the effect or potential effect of
Lotterywest cannot early adopt an Australian Accounting Standard unless specifically permitted by Treasurer’s Instruction 1101 Application
netting arrangements, including rights of set-off associated with the entity’s recognised financial assets and recognised financial
of Australian Accounting Standards and Other Pronouncements. No Standards and Interpretations that have been issued or amended
liabilities, on the entity’s financial position, when all the offsetting criteria of AASB 132 are not met.
but are not yet effective have been early adopted by Lotterywest for the annual reporting period ended 30 June 2014. Consequently,
Lotterywest has not applied the following Australian Accounting Standards that have been issued but are not yet effective. Where
No additional disclosures are required and there is no financial impact.
•AASB 2012-5 – Amendments to Australian Accounting Standards arising from Annual Improvements 2009-11 Cycle [AASB 1,
applicable, Lotterywest plans to apply these Australian Accounting Standards from their application date:
Future Impact of Australian Accounting Standards not yet effective
•
101, 116, 132 & 134 and Int 2]
This Standard makes amendments to the Australian Accounting Standards and Interpretations as a consequence of the annual
improvements process.
AASB 10 – Consolidated Financial Statements
(operative for reporting periods beginning on or after 1 January 2014)
AASB 10 establishes a new control model that applies to all entities. It replaces parts of AASB 127 Consolidated and Separate
There is no financial impact.
•
AASB 2012-6 – Amendments to Australian Accounting Standards – Mandatory Effective Date of AASB 9 and Transition Financial Statements dealing with the accounting for consolidated financial statements and UIG-112 Consolidation – Special Purpose
Entities.
Disclosures [AASB 9, 2009-11, 2010-7, 2011-7 & 2011-8]
The new control model broadens the situations when an entity is considered to be controlled by another entity and includes new
This Standard amends the mandatory effective date of AASB 9 Financial Instruments to 1 January 2015 (instead of 1 January 2013).
guidance for applying the model to specific situations, including when acting as a manager may give control, the impact of potential
Further amendments are also made to numerous consequential amendments arising from AASB 9 that will now apply from 1
voting rights and when holding less than a majority voting rights may give control.
January 2014.
There is no financial impact.
AASB 2012-10 – Amendments to Australian Accounting Standards – Transition Guidance and Other Amendments
•
AASB 2012 – 10 introduces a number of editorial alterations and amends the mandatory application date of Standards for not-forprofit entities accounting for interests in other entities.
Consequential amendments were also made to this and other standards via AASB 2011-7 and AASB 2012-10.
Lotterywest does not expect a material financial impact when the Standard is first applied.
AASB 12 – Disclosure of Interests in Other Entities
•
(operative for reporting periods beginning on or after 1 January 2014)
AASB 12 includes all disclosures relating to an entity’s interests in subsidiaries, joint arrangements, associates and structured entities.
There is no financial impact.
AASB 2013-9 – Amendments to Australian Accounting Standards – Conceptual Framework, Materiality and Financial New disclosures have been introduced about the judgments made by management to determine whether control exists, and to
require summarised information about joint arrangements, associates, structured entities and subsidiaries with non-controlling
•
interests.
Instruments.
Part A of this omnibus Standard makes amendments to other Standards arising from revisions to the Australian Accounting
Lotterywest does not expect a material financial impact when the Standard is first applied.
AASB 1055 – Budgetary Reporting
Conceptual Framework for periods ending on or after 20 December 2013. Other Parts of this Standard become operative in later
periods.
•
There is no financial impact for Part A of the Standard.
(operative for reporting periods beginning on 1 July 2014)
This standard specifies budgetary disclosure requirements for the whole of government, General Government Sector (GGS) and notfor-profit entities within the GGS of each government.
AASB 2013-1 removes the requirements relating to the disclosure of budgetary information from AASB 1049 (without substantive
amendment). All budgetary reporting requirements applicable to public sector entities are now located in AASB 1055.
102 Lotterywest Annual Report 2014
Lotterywest does not expect a material financial impact when the Standard is first applied.
103
Notes to the Financial Statements
For the year ended 30 June 2014
•
AASB 9 – Financial Instruments
•AASB 2012-3 – Amendments to Australian Accounting Standards – Offsetting Financial Assets and Financial Liabilities
[AASB 132]
(operative for reporting periods beginning on or after 1 January 2017)
AASB 9 includes requirements for the classification and measurement of financial assets. It was further amended by AASB 2010-7 to
This Standard adds application guidance to AASB 132 to address inconsistencies identified in applying some of the offsetting criteria,
including clarifying the meaning of “currently has a legally enforceable right of set-off” and that some gross settlement systems may
reflect amendments to the accounting for financial liabilities.
be considered equivalent to net settlement.
These requirements improve and simplify the approach for classification and measurement of financial assets compared with the
requirements of AASB 139. The main changes are described below.
Lotterywest does not routinely hold financial assets and financial liabilities that it intends to settle on a net basis, therefore there is no
financial impact.
(a)Financial assets that are debt instruments will be classified based on (1) the objective of the entity’s business model for managing
the financial assets; (2) the characteristics of the contractual cash flows.
•
(b) Allows an irrevocable election on initial recognition to present gains and losses on investments in equity instruments that are not
AASB 2013-3 – Amendments to AASB 136 – Recoverable Amount Disclosures for Non-Financial Assets
(operative for reporting periods beginning on or after 1 January 2014)
AASB 2013-3 amends the disclosure requirements in AASB 136 Impairment of Assets. The amendments include the requirement to
held for trading in other comprehensive income. Dividends in respect of these investments that are a return on investment can
disclose additional information about the fair value measurement when the recoverable amount of impaired assets is based on fair
be recognised in profit or loss and there is no impairment or recycling on disposal of the instrument.
value less costs of disposal.
(c)Financial assets can be designated and measured at fair value through profit or loss at initial recognition if doing so eliminates
Lotterywest does not expect a material financial impact when the Standard is first applied.
AASB 1031 – Materiality
or significantly reduces a measurement or recognition inconsistency that would arise from measuring assets or liabilities, or
recognising the gains and losses on them, on different bases.
•
(d) Where the fair value option is used for financial liabilities the change in fair value is to be accounted for as follows:
(operative for reporting periods beginning on or after 1 January 2014)
The revised AASB 1031 is an interim standard that cross-references to other Standards and the Framework (issued December 2013)
that contain guidance on materiality.
–
The change attributable to changes in credit risk are presented in other comprehensive income
–
The remaining change is presented in profit or loss
If this approach creates or enlarges an accounting mismatch in the profit or loss, the effect of the changes in credit risk are also
AASB 1031 will be withdrawn when references to AASB 1031 in all Standards and Interpretations have been removed.
Lotterywest does not expect a material financial impact when the Standard is first applied.
AASB 2013-8 – Amendments to Australian Accounting Standards – Australian Interpretation Guidance for Not-for-Profit Entities presented in profit or loss.
Consequential amendments were also made to other standards as a result of AASB 9, introduced by AASB 2009-11 and superseded
by AASB 2010-7 and 2010-10.
•
– Control and Structured Entities (AASB 10, AASB12 and AASB 1049)
(operative for reporting periods beginning on or after 1 January 2014)
The amendments to AASB 10 add Appendix E Australian Implementation Guidance for Not-for-Profit Entities as an integral part of
that Standard. The appendix explains various principles in AASB 10 regarding the criteria for determining whether one entity controls
The AASB issued a revised version of AASB 9 (AASB 2013-9) during December 2013. The revised standard incorporates three primary
another entity from the perspective of not-for-profit entities, and illustrates the principles with examples.
changes:
1.New hedge accounting requirements including changes to hedge effectiveness testing, treatment of hedging costs, risk
2.Entities may elect to apply only the accounting for gains and losses from own credit risk without applying the other requirements
components that can be hedged and disclosures;
of AASB 9 at the same time; and
3. In February 2014, the IASB tentatively decided that the mandatory effective date for AASB 9 will be 1 January 2017.
Lotterywest does not expect a material financial impact when the Standard is first applied.
104 Lotterywest Annual Report 2014
Similarly, the Standard adds an appendix to AASB 12, in relation to structured entities.
This Standard also amends AASB 1049 to replace references to the superseded AASB 127 Consolidated and Separate Financial
Statements with references to AASB 10 or AASB 12.
Lotterywest does not expect a material financial impact when the Standard is first applied.
105
Notes to the Financial Statements
For the year ended 30 June 2014
•AASB 2013-9 – Amendments to Australian Accounting Standards – Conceptual Framework, Materiality and Financial
Instruments
Depreciation of Non Current Assets
In providing depreciation of all non current assets including intangible assets (software application), the estimated useful life method
(operative for reporting periods beginning on or after 1 January 2014)
is used to reflect the consumption of their future economic benefits.
This omnibus Standard makes amendments to other Standards arising from the deletion of reference to AASB 1031 in other Standards
for periods beginning on or after 1 January 2014 (Part B), and makes amendments to a number of Australian Accounting Standards,
including incorporating Chapter 6 Hedge Accounting into AASB 9 Financial Instruments (Part C).
(c) Income Recognition
Revenue is measured at the fair value of consideration received or receivable. Revenue is recognised for major business activities:
Lotterywest has not yet determined the application or the potential impact of AASB 9, otherwise there is no financial impact for Part B.
Sales of goods revenue
Recognised from the sale of tickets when the significant risks and rewards of ownership transfer to the purchaser and can be
2. Summary of Significant Accounting Policies
(a) General Statement
measured reliably.
Sales revenue representing gross sales of all games of Lotto, Cash 3, Soccer Pools and Super 66, is recorded as at the date of the
Lotterywest is a Statutory Authority and a not-for-profit reporting entity that prepares general purpose financial statements in
respective draw. Sales of instant lottery tickets are recognised when books of tickets are activated.
accordance with the Australian Accounting Standards, the Framework, Statements of Accounting Concepts and other authoritative
pronouncements of the AASB as applied by the Treasurer’s Instructions. Several of these are modified by the Treasurer’s Instructions to
vary application, disclosure, format and wording.
Recognised at fair value when Lotterywest obtains control over the assets comprising the contributions, usually when cash is
Grants, donations, gifts or other non reciprocal contributions
received.
The Financial Management Act 2006 and the Treasurer’s Instructions are legislative provisions governing the preparation of financial
statements and take precedence over the Australian Accounting Standards, the Framework, Statements of Accounting Concepts and
Other non reciprocal contributions that are not contributions by owners are recognised at their fair value. Contributions of services are
other authoritative pronouncements of the AASB.
Where modification is required and has had a material or significant financial effect upon the reported results, details of that
modification and the resulting financial effect are disclosed in the notes to the financial statements.
(b) Basis of Preparation and Key Sources of Estimation Uncertainty
The financial statements have been prepared on the accrual basis of accounting using the historical cost convention, modified by
only recognised when a fair value can be reliably determined and the services would be purchased if not donated.
Interest
Recognised as the interest accrues using the effective interest rate method.
Gains
Recognised on a net basis. These include gains arising on the disposal of non current assets and some revaluation of non current
the revaluation of land and buildings which have been measured at fair value by the Western Australian Land Information Authority
assets.
(Valuation Services).
(d) Property, Plant and Equipment
The accounting policies adopted in the preparation of the financial statements have been consistently applied throughout all periods
unless otherwise stated.
Capitalisation/Expensing of assets
Items of property, plant and equipment and infrastructure costing $5,000 or more are recognised as assets and the cost of utilising
The financial statements are presented in Australian dollars and all values are rounded to the nearest thousand dollars ($’000).
assets is expensed (depreciated) over their useful lives. Items of property, plant and equipment and infrastructure costing less than
$5,000 are immediately expensed direct to the Statement of Comprehensive Income (other than where they form part of a group of
similar items which are significant in total).
Lotterywest makes key estimates and assumptions concerning the future, these estimates and assumptions are based on historical
experience and various other factors that have a significant risk of causing a material adjustment to the carrying amount of assets
and liabilities within the next financial year.
Initial recognition and measurement
All items of property, plant and equipment are initially recognised at cost.
For items of property, plant and equipment acquired at no cost or for nominal cost, the cost is the fair value at the date of acquisition.
Long Service Leave
In calculating Lotterywest’s long service leave provision, several estimations and assumptions have been made. These include
expected future salary rates, salary inflation, discount rates, employee retention rates and expected future payments.
106 Lotterywest Annual Report 2014
107
Notes to the Financial Statements
For the year ended 30 June 2014
Subsequent measurement
After recognition as an asset, Lotterywest uses the revaluation model for the measurement of land and buildings and the cost model
The asset revaluation reserve is used to record increments and decrements on the revaluation of non-current assets described in
for all other property, plant and equipment. Land and buildings are carried at their fair value less accumulated depreciation on
Asset revaluation reserve
Note 13 ‘Property, Plant and Equipment’.
buildings and accumulated impairment losses. All other items of property, plant and equipment are carried at cost less accumulated
depreciation and accumulated impairment losses.
Works of Art
Works of art controlled by Lotterywest are classified as property, plant and equipment. These are anticipated to have indefinite
Where market evidence is available, the fair value of land and buildings is determined on the basis of current market buying values
useful lives. Their service potential has not, in any material sense, been consumed during the reporting period and consequently no
depreciation has been recognised.
determined by reference to recent market transactions.
When buildings are revalued by reference to recent market transactions, the accumulated depreciation is eliminated against the
gross carrying amount of the asset and the net amount restated to the revalued amount.
(e) Intangibles
All acquired and internally developed intangible assets are initially measured at cost. For assets acquired at no cost or for nominal
cost, cost is the fair value at the date of acquisition.
Where market evidence is not available, the fair value of land and buildings is determined on the basis of existing use. This normally
applies where buildings are specialised or where land use is restricted. Fair value for existing use assets is determined by reference
The cost model is applied for subsequent measurement requiring the asset to be carried at cost less any accumulated amortisation
to the cost of replacing the remaining future economic benefits embodied in the asset, i.e. the depreciated replacement cost. Where
and accumulated impairment losses.
the fair value of buildings is determined on using the depreciated replacement cost, the gross carrying amount and the accumulated
depreciation are restated proportionately.
Independent valuations of land and buildings are provided annually by the Western Australian Land Information Authority (Valuation
Costs incurred of less than $5,000 are immediately expensed directly to the Statement of Comprehensive Income.
Amortisation for intangible assets with a finite useful life is calculated for the period of the expected benefit (estimated useful life) on
Services) and recognised with sufficient regularity to ensure the carrying amount does not differ materially from the assets fair value
the straight line basis. All intangible assets controlled by Lotterywest have a finite useful life and zero residual value (i.e. computer
at the end of the reporting period.
software is 5 to 8 years).
The most significant assumptions and judgements in estimating fair value are made in assessing whether to apply the existing use
basis to assets and in determining estimated economic life. Professional judgement by the valuer is required where the evidence
Computer software
Software that is an integral part of the related hardware is treated as property, plant and equipment. Software that is not an
does not provide a clear distinction between market type assets and existing use assets.
integral part of the related hardware is treated as an intangible asset. Software costing less than $5,000 is expensed in the year of
acquisition.
Derecognition
Upon disposal or derecognition of an item of property, plant and equipment, any revaluation surplus relating to that asset is retained
in the asset revaluation reserve.
(f) Impairment of Assets
Property, plant and equipment and intangible assets are tested for any indication of impairment at each reporting date. Where there
is an indication of impairment, the recoverable amount is estimated. Where the recoverable amount is less than the carrying amount,
Depreciation of non current assets
the asset is written down to the recoverable amount and an impairment loss is recognised.
All non current assets having a limited useful life are systematically depreciated over their estimated useful life consistent with the
consumption of their future economic benefits.
As Lotterywest is a not-for-profit entity, unless an asset has been identified as a surplus asset, the recoverable amount is the higher of
an asset’s fair value less costs to sell and depreciated replacement costs.
Land is not depreciated. Depreciation on other assets is provided on the straight line basis, using rates which are reviewed annually.
Estimated useful lives for each class of depreciable asset:
The risk of impairment is generally limited to circumstances where an asset’s depreciation is materially understated, where the
replacement cost is falling or where there is a significant change in useful life. Each relevant class of assets is reviewed annually to
Buildings
50 years
verify that the accumulated depreciation/amortisation reflects the level of consumption or expiration of the asset’s future economic
Leasehold Improvements
10 years
benefits and to evaluate any impairment risk from falling replacement costs.
Equipment and Fittings
5 to 10 years
Computer Equipment
3 to 8 years
Intangible assets with an indefinite useful life and intangible assets not yet available for use are tested for impairment at the end of
each reporting period irrespective of whether there is any indication of impairment.
108 Lotterywest Annual Report 2014
109
Notes to the Financial Statements
For the year ended 30 June 2014
The recoverable amount of assets identified as surplus assets is the higher of fair value less costs to sell and the present value of
future cash flows expected to be derived from the asset. Surplus assets carried at fair value have no risk of material impairment
(l) Receivables
Receivables are recognised and carried at original invoice amount less an allowance for any uncollectible amounts. The collectability
where fair value is determined by reference to market based evidence. Where fair value is determined by reference to depreciated
of receivables is reviewed on an ongoing basis and any receivables identified as uncollectible are written-off. The allowance for
replacement cost, surplus assets are at risk of impairment and the recoverable amount is measured. Surplus assets at cost are
uncollectible amounts (doubtful debts) is raised when there is objective evidence that Lotterywest will not be able to collect the debt.
tested for indications of impairment at the end of each reporting period.
The carrying amount of receivables is equivalent to fair value as it is due for settlement within 30 days.
(g) Work in Progress
Costs associated with assets under development for use by Lotterywest are recognised as Work in Progress. Once completed, the
(m) Investments and Other Financial Assets
Lotterywest only has investments classified as held to maturity investments. Investments not at fair value are initially recognised at
cost being the fair value of consideration given, including directly attributable transaction costs.
assets are transferred to the appropriate asset account and are depreciated or amortised, as appropriate.
No depreciation is provided during construction of assets.
Non-derivative financial assets with fixed or determinable payments and fixed maturity dates are classified as held-to-maturity when
the intention and ability to hold to maturity is known. Investments intended to be held for an undefined period are not included in this
classification.
(h) Leases
Lotterywest has a number of government operating lease arrangements for motor vehicles, where the lessors retain effectively all of
Held to maturity investments are subsequently measured at amortised cost using the effective interest method. Amortised cost is
calculated by taking into account any discount or premium on acquisition, over the period to maturity. For investments carried at
the risks and benefits incident to the ownership of the leased asset. Lotterywest holds an operating lease for business premises.
amortised cost, gains and losses are recognised in the Statement of Comprehensive Income when the investments are
derecognised or impaired, as well as through the amortisation process.
Equal instalments of the lease payments are charged to the Statement of Comprehensive Income over the lease term (i.e. on a
straight line basis over the lease term), as this is representative of the pattern of benefits to be derived from the leased vehicles and
business premises.
(i) Financial Instruments
In addition to cash and cash equivalents, Lotterywest has three categories of financial instruments:
•
Loans and receivables (accounts receivable);
•
Held to maturity investments (term deposits, floating rate notes);
•
Financial liabilities measured at amortised cost (prizes and other payables, and Returns to Beneficiaries).
Lotterywest assesses at each balance date whether there is objective evidence that a financial asset or group of financial assets is
impaired.
Payables, including amounts not yet billed, are recognised when Lottterywest becomes obliged to make future payments as a result
of a purchase of assets or services at the amounts payable. Other than payables in respect of prizes and returns to beneficiaries [see 2(o)
and 2(p) below], settlement generally occurs within 30 days, as a result the carrying amount is considered to be equivalent to fair value.
Initial recognition and measurement is at fair value which normally equates to the transaction cost or the face value. Subsequent
(n) Payables
(o) Prizes
Division 1 prizes are paid two weeks after the date of the draw, subject to claim. Other prizes are claimed and paid within a few days
of the draw taking place.
measurement is at amortised cost using the effective interest method.
The fair value of short-term receivables and payables is the face value because there is no interest rate applicable and subsequent
measurement is not required as the effect of discounting is not material.
Prize liabilities are recognised by draw for Lotto, Super 66, Cash 3 and Soccer Pools and activation of instant lotteries by Retailers.
(p) Returns to Beneficiaries
Statutory Grants are recognised consistent with the recognition of sales upon which they are based, in accordance with Section 22
(j) Cash and Cash Equivalents
of the Act.
For the purpose of the Statement of Cash Flows, cash and cash equivalents includes cash on hand and short-term deposits
with original maturities of three months or less that are readily convertible to a known amount of cash and which are subject to
Lotterywest’s direct grants to eligible organisations for approved purposes as specified in the Act are recognised when approved by
the Minister. Unconditional grants are paid in full within days of the Minister’s approval. Conditional grants are paid as and
insignificant risk of changes in value, and bank overdrafts.
when conditions are fulfilled.
(k)
Inventories
Inventories are valued, on the first-in first-out basis, at the lower of cost and net realisable value.
If a grant is refunded but it is expected that it will be reissued, the amount is credited to the grant liability. Otherwise the amount
is written back.
The inventories comprise instant lotto tickets and other consumables.
When a grant is written back, it is treated as a reduction of the current year’s grant expenditure, regardless of when it was approved.
110 Lotterywest Annual Report 2014
111
Notes to the Financial Statements
For the year ended 30 June 2014
(q) Provisions
Provisions are liabilities of uncertain timing and amount. Lotterywest only recognises a provision where there is a present legal or
Deferred leave
The provision for deferred leave relates to Public Service employees who have entered into an agreement to self-fund an additional
constructive obligation as a result of a past event and when the outflow of resources embodying economic benefits is probable and
12 months leave in the fifth year of the agreement. The provision recognises the value of salary set aside for employees to be used
a reliable estimate can be made of the amount of the obligation.
in the fifth year. This liability is measured on the same basis as annual leave. Deferred leave is reported as a current provision as
employees can leave the scheme at their discretion at any time.
Provisions are reviewed at each balance date and adjusted to reflect the current best estimate.
Prize Reserve Provision
Purchased leave
Lotterywest provides for a prize reserve fund to ensure sufficient funding is available for jackpots and bonus draws. The level of prize
reserves is administered by the Australian Lotto Bloc following pre-determined rules.
Provisions – Employee Benefits
The provision for purchased leave relates to Public Service employees who have entered into an agreement to self-fund up to an
additional 10 weeks leave per calendar year. The provision recognises the value of salary set aside for employees and is measured
at the undiscounted amounts expected to be paid when the liabilities are settled.
Superannuation
The Government Employees Superannuation Board (GESB) and other funds administer public sector superannuation arrangements
Annual leave and long service leave
in Western Australia in accordance with legislative requirements. Eligibility criteria for membership in particular schemes for public
Annual leave and long service leave is not expected to be settled wholly within 12 months after the end of the reporting period and
sector employees varies according to commencement and implementation dates.
is therefore considered to be other long-term employee benefits. The annual leave and long service leave liability is recognised and
measured at the present value of amounts expected to be paid when the liabilites are settled using the remuneration rate expected
to apply at the time of settlement. Leave liabilities are in respect of services provided by employees up to the end of the reporting
Eligible employees contribute to the Pension Scheme, a defined benefit pension scheme closed to new members since 1987, or the
Gold State Superannuation Scheme (GSS), a defined benefit lump sum scheme closed to new members since 1995.
period.
Employees commencing employment prior to 16 April 2007 who were not members of either the Pension Scheme or the GSS
When assessing expected future payments, consideration is given to expected future wage and salary levels including non-salary
became non contributory members of the West State Superannuation Scheme (WSS). Employees commencing employment on or
components such as employer superannuation contributions, as well as the experience of employee departures and periods of
after 16 April 2007 became members of the GESB Super Scheme (GESBS). From 30 March 2012, existing members of the WSS or
service.
GESBS and new employees became able to choose their preferred superannuation fund providers. Lotterywest makes concurrent
contributions to GESB or other fund providers on behalf of employees in compliance with the Commonwealth Government’s
The expected future payments are discounted to present value using market yields at the end of the reporting period on national
government bonds with terms to maturity that match, as closely as possible, the estimated future cash outflows.
All annual leave and unconditional long service leave provisions are classified as current liabilities as Lotterywest does not have an
unconditional right to defer settlement of the liability for at least 12 months after the end of the reporting period.
Superannuation Guarantee (Administration) Act 1992. Contributions to these accumulation schemes extinguish Lotterywest’s liability
for superannuation charges in respect of employees who are not members of the Pension Scheme or GSS.
The Pension Scheme and the pre-transfer benefit for employees who transferred to the GSS are defined benefit schemes. These
benefits are wholly unfunded and the liabilities for future payments are provided at the end of the reporting period. The liabilities
under these schemes have been calculated separately for each scheme annually by GESB’s actuaries using the projected unit credit
Sick leave
method.
Liabilities for sick leave are recognised when it is probable that sick leave paid in the future will be greater than the entitlement that
will accrue in the future.
The expected future payments are discounted to present value using market yields at the end of the reporting period on national
government bonds with terms to maturity that match, as closely as possible, the estimated future cash outflows.
Past history indicates that on average, sick leave taken each reporting period is less than the entitlement accrued. This is expected
to continue in future periods. Accordingly, it is unlikely that existing accumulated entitlements will be used by employees and no
The GSS, the WSS, and the GESBS, where the current service superannuation charge is paid by Lotterywest to the GESB, are defined
liability for unused sick leave entitlements is recognised. As sick leave is non-vesting, an expense is recognised in the Statement of
contribution schemes. The liabilities for current service superannuation charges under the GSS, the WSS, and the GESBS are
Comprehensive Income for this leave as it is taken.
extinguished by the concurrent payment of employer contributions to the GESB.
The GSS Scheme is a defined benefit scheme for the purpose of employees and whole of government reporting. However, from
Lotterywest’s perspective, apart from the pre-transfer benefits, it is a defined contribution plan under AASB 119 Employee Benefits.
112 Lotterywest Annual Report 2014
113
Notes to the Financial Statements
For the year ended 30 June 2014
Superannuation expense
(t) Goods and Services Tax and Grants from State Government
Superannuation expense is recognised in the Statement of Comprehensive Income in profit or loss for defined contributions plans,
The Goods and Services Tax (GST) is not applied to the consumption of gambling services. It is however, applied to the operators’
margin defined as the subscription less the amount of prizes. Accordingly the State Government provides reimbursement to
including the concurrent payment of employer contributions to the GSS scheme, as and when the contributions fall due.
gambling operators (including Lotterywest) for GST paid on the operators’ margin. Lotterywest applies the reimbursement to maintain
the level of returns to beneficiaries.
Subject to materiality, defined benefit plans (the Pension Scheme and the pre-transfer component of the GSS), changes in the defined
benefit obligation may be recognised in the Statement of Comprehensive Income either in profit or loss, or, other comprehensive
income as follows:
The GST paid on our operating margin is disclosed as a cost of producing trading profit (see Note 3). Treasurers’ Instruction 1102 also
requires the reimbursement of the GST to be disclosed as a Grant from the State Government rather than offset against the cost to
•
which it applies.
Profit or loss:
–
current service cost;
–
past service cost; and
In accordance with GST legislation, GST is now attributed to the full amount of sales in advance.
–
interest cost.
•
Other comprehensive income:
–
(u) Foreign Currency Translation
Transactions denominated in a foreign currency are translated at the rates in existence at the dates of the transactions. Foreign
actuarial gains and losses;
currency receivables and payables at reporting date are translated at exchange rates current at reporting date. Exchange gains and
losses (if any) are brought to account in determining the result for the year.
Provisions – Other
Employment on costs
(v) Comparative Figures
Comparative figures are, where appropriate, reclassified to be comparable with the figures presented in the current financial year.
Employment on-costs, including workers’ compensation insurance and payroll tax, are not employee benefits and are recognised
separately as liabilities and expenses when the employment to which they relate has occurred. Employment on costs are included as
part of ‘Other expenses’ and are not included as part of Lotterywest’s ‘Employee benefits expenses’. The related liability is included in
(w) Reporting Entity
The reporting entity is the Lotteries Commission.
‘Employee on costs provision’.
(r) Accrued Salaries
Accrued salaries represent the amount due to staff but unpaid at the end of the financial year, as the end of the last pay period for
that financial year does not coincide with the end of the financial year. Accrued salaries are settled within a fortnight of the end of the
financial year. Lotterywest considers the carrying amount of the accrued salaries to be equivalent to the net fair value.
(s) Resources Received Free of Charge or for Nominal Value
Resources received free of charge or for nominal cost that can be reliably measured are recognised at fair value. Where resources
received represent a service the Lotterywest would pay for, a corresponding expense is recognised. Receipts of assets are
recognised in the Statement of Financial Position.
Assets and services received from the other State Government agencies are disclosed separately under Income from State
Government in the Statement of Comprehensive Income.
114 Lotterywest Annual Report 2014
115
Notes to the Financial Statements
For the year ended 30 June 2014
3. Trading Profit
5. Lotteries Operations
20142013
20142013
$000
$000
Sales of Goods
$000
796,991820,761
Cost of Sales Prizes
$000
Employee Benefits Expenses
14,18113,587
Depreciation and Amortisation Expenses
2,8284,361
Telecommunications and Gaming System Expenses
4,1535,219
(446,918)(459,730)
Sales, Marketing and Distribution Expense
16,57115,219
Commission Paid to Retailers (62,606)(65,402)
Other Expenses
7,4806,897
Goods and Services Tax [see Note 2(t)]
(32,273)(32,830)
45,21345,283
(541,797)(557,962)
Trading Profit
255,194262,799
Allocation of prize monies predominantly ranges between 56% to 61% of sales, however some individual prizes are allocated as high as
6. Grants and Community Development Operations
20142013
$000
Employee Benefits Expenses
7,9437,079
Depreciation and Amortisation Expenses
2,2342,504
Other Expenses
4,7504,181
14,92713,764
$000
70%. The prize allocation for the national games is determined by the national Bloc members participating in the Lotto games except for
the gaming products which are run directly by Lotterywest.
The prize allocation for each game requires approval of the Minister and the details are contained in the game permits.
The prize pool is supplemented from time to time by additional prizes, the values of which are included in the totals above.
Retailers are paid a commission for the sale of Lotterywest products.
7. Returns to Beneficiaries
The Act mandates for the following allocations from net subscriptions of all products:
4. Other Revenue
20142013
Statutory Allocations
$000
These grants are made to the credit of consolidated accounts for appropriation to Agency Special Purpose Accounts.
$000
Forfeited Prizes 10,0749,988
40% to the Hospital Fund (Health Operating – Department of Treasury)
Retailers Fees
4,2334,173
5% to the Arts Lotteries Account (Department of Treasury)
Players Registration Service Fees
97118
5% to the Sports Lotteries Account (Department of Treasury)
Other Revenue (a)
822,965
14,48617,244
(a)For 2012/13 financial year, Other Revenue includes the first time recognition of Geraldton and Bunbury Lotteries Houses as Land and
Buildings (valued at $2.85 million) that vested back to Lotterywest. These properties were funded through Lotterywest grants, secured
by a Deed of Arrangement, which provided shared accommodation to a number of community organisations. The properties
reverted back to Lotterywest when the community organisations no longer required the accommodation.
116 Lotterywest Annual Report 2014
117
Notes to the Financial Statements
For the year ended 30 June 2014
Direct Grants
10. Held to Maturity Financial Assets
The Act mandates a minimum allocation of 12.5% to eligible organisations for approved purposes and up to 5% in total for the University
of Western Australia for the Festival of Perth and ScreenWest for Commercial Film Production. Any remaining surplus (including surplus
Lotterywest’s financial investments are made in accordance with the Financial Management Act 2006 and the Trustees Act 1962
reserves generated from prior periods and unclaimed prizes as they fall due in the reporting period) is available for distribution to eligible
organisations.
20142013
$000
(as amended).
20142013
$000
Current Investments (maturity less than 1 year)
Hospital Fund
117,415120,950
Short Term Products
Arts Lotteries Account
14,67715,119
Non Current Investments (maturity more than 1 year)
Sports Lotteries Account
14,67715,119
Floating Rate Instruments
University of Western Australia (Festival of Perth)
7,5607,023
ScreenWest (Commercial Film Production)
Direct Grants (Net of Grants Written Back) (a)
7,5607,023
268,763272,032
(a) The total of grants written back during the financial year is $2.46m.
77,06215,000
11. Non Current Assets Classified as Held for Sale
Assets Reclassified as Held for Sale
20142013
$000
Land
1,200—
20142013
Building
$000
GST reimbursement for gambling margin [See Note 2(t)]
183,710246,560
106,874106,798
8. Grants from State Government
$000
$000
$000
32,27332,830
$000
700—
1,900—
In accordance with AASB 5.38-41, Land and Building held at 180 Marine Terrace, Geraldton has been reclassified and revalued as an
asset held for sale at 30 June 2014 and is currently listed on the market for sale.
9.Receivables
20142013
$000
Information on fair value measurements is provided in Note 15.
$000
12. Work in Progress
Current
Lotterywest Retailers
10,23712,551
GST Receivable
1,7702,237
Accrued Interest
1,8562,354
Other Debtors 118 Lotterywest Annual Report 2014
20142013
$000
3,5711,978
Software and Development Costs $000
35236
13,89817,378
Reconciliations
20142013
$000
$000
Carrying Amount at Start of Year
1,9781,451
Additions
2,756981
Transfer to Non Current Assets
(1,158)(454)
Derecognition
(5)—
Carrying Amount at End of Year
3,5711,978
119
Notes to the Financial Statements
For the year ended 30 June 2014
13. Property, Plant and Equipment
Reconciliations
20142013
$000
$000
Land at Fair Value
(a)
7,7159,170
Buildings at Fair Value (a)
Buildings Accumulated Depreciation
Works of Art
7,8158,440
Buildings
Leasehold Improvements
Equipment Computer
and Works
of Art
——
7,8158,440
7878
2014
$000
Carrying Amount at Start of Year
9,170
Leasehold Improvements at Cost
1,4401,440
Transfer from Work in Progress
Less Accumulated Depreciation
(1,036)(872)
Classified as Held for Sale
404568
Revaluation Decrements
Depreciation
Equipment and Fittings at Cost
5,8375,223
Less Accumulated Depreciation
(4,715)(4,313)
1,122910
Carrying Amount at End of Year
—
$000
8,440
—
$000
568
$000
988
—
189
426
—
1,158
—
—
—
(1,900)
(255)
(453)
—
—
—
(708)
—
(204)
(164)
(403)
(548)
(1,319)
7,715
7,815
404
1,200
915
18,049
Land
Buildings
Leasehold Equipment Computer
15,42015,253
Improvements
and Works
9151,114
of Art
2013
$000
$000
Valuation Services). Land and Buildings include revaluation adjustments (2014: decrement of $0.71 million, 2013: increment of $1.50
Carrying Amount at Start of Year
5,780
7,198
million) and recognition of Geraldton and Bunbury Lotteries Houses (2014: $nil, 2013: $2.85 million) which vested back to Lotterywest
Additions
during the 2012/13 financial year.
Transfer from Work in Progress
Information on fair value measurements is provided in Note 15.
Depreciation
Carrying Amount at End of Year
120 Lotterywest Annual Report 2014
Total
& Fittings Equipment
18,04920,280
Revaluation
538
—
(14,505)(14,139)
(a)All land and buildings were revalued by an independent valuer on 1 July 2013 (Western Australian Land Information Authority
20,280
732
Less Accumulated Depreciation
349
(700)
Computer Equipment at Cost
Total Net Book Value of Property, Plant and Equipment
1,114
$000
—
$000
(1,200)
Total
& Fittings Equipment
Additions
Land
2,160
$000
731
$000
$000
1,315
2,737
33
499
$000
17,761
690
—
3,382
—
445
—
103
265
813
1,230
268
—
—
—
1,498
—
(161)
(163)
(463)
(2,387)
(3,174)
9,170
8,440
568
988
1,114
20,280
121
Notes to the Financial Statements
For the year ended 30 June 2014
16.Payables
14.Intangibles
20142013
20142013
$000
$000
Computer Software
Less Accumulated Amortisation
$000
35,65236,223
(17,603)(14,450)
18,04921,773
$000
Current
Prizes
Unclaimed Prizes in Current Year (a)
29,19331,550
Returns to Beneficiaries
Reconciliations
Hospital Fund
1442,728
Arts Lotteries Account
367490
Computer Software
Sports Lotteries Account
20142013
Direct Grants (b)
$000
$000
367490
144,677142,836
145,555146,544
Other
Carrying Amount at Start of Year
21,77324,992
Trade Creditors
3,6372,422
Additions
31309
Other Creditors and Accruals
4,1049,881
Derecognition
(12)—
7,74112,303
Transfer from Work in Progress
—162
182,489190,397
Amortisation Expense (3,743)(3,690)
Carrying Amount at End of Year
18,04921,773
Prizes
Non Current
300350
Unclaimed Prizes in Future Years (c)
Total Payables
182,789190,747
(a)Lotterywest’s games prizes are payable as a one off lump sum payment which must be claimed within 12 months of winning the
15. Fair Value Measurements
Assets Measured at Fair Value
Level 1
Level 2
Level 3
Fair Value
At End of
Period
2014
$000
$000
$000
$000
prize. This payable represents the amount of prizes won but not yet claimed.
(b)This relates to direct grants approved but not yet paid at year end. The liability arises from the requirement for grant beneficiaries to
satisfy grant conditions prior to payment.
Non Current Assets Classified as Held for Sale (Note 11)­­—
1,900
—
1,900
Land (Note 13)
—
7,715
—
7,715
Building (Note 13)
—
7,815
—
7,815
—
17,430
—
(c) This liability represents a now discontinued game where the prize has taken the form of an annuity.
17,430
Valuation techniques to derive Level 2 fair values
Level 2 fair values of Non Current Assets Held for Sale, Land and Buildings (Office Accommodation) are derived using the market
approach. Market evidence of sales prices of comparable land and buildings (office accommodation) in close proximity is used to
determine price per square metre.
Non Current Assets Held for Sale have been written down to fair value less costs to sell. Fair value has been determined by reference to
market evidence of sales prices of comparable assets.
122 Lotterywest Annual Report 2014
123
Notes to the Financial Statements
For the year ended 30 June 2014
17.Provisions
(c)The settlement of annual leave and long service leave liabilities gives rise to the payment of employment on-costs including workers’
20142013
compensation insurance. The provision is the present value of expected future payments. The associated expense, apart from the
$000
unwinding of the discount (finance cost), is disclosed in Note 5 and Note 6 (Other Expenses).
$000
Current
(d)The prize reserve provision is used to guarantee jackpots and bonus draws in the jackpotting lottery games and the advertised prizes
Employee Benefits Provision
Annual Leave (a)
2,0221,990
Long Service Leave (b)
2,9823,060
Other Provisions
Employee On Costs (c)
322320
Prize Reserve Provision (d)
23,96224,698
29,28830,068
Lotterywest has no liability or defined benefit cost under AASB 119 arising from the Pension Scheme.
on the non-jackpotting games. The settlement of the prize reserve provision is expected within the next 12 months.
(e)The liability for superannuation entitlements has been derived from information provided by GESB. Lotterywest has no liability or
expense under AASB 119 Employee Benefits arising from the pension scheme.
Pension Scheme
Non-Current
Employee Benefits Provision
Gold State Super (transferred benefits)
Long Service Leave (b)
883890
Nature of the benefits provided by the Scheme
Superannuation Entitlements (e)
221222
Some former Pension Scheme members have transferred to Gold State Super. In respect of their transferred benefit the members
Other Provisions
Employee On Costs (c)
receive a lump sum benefit at retirement, death or invalidity which is related to their salary during their employment and indexed
5757
during any deferral period after leaving public sector employment.
1,1611,169
Total Provisions
30,44931,237
(a)Annual leave liabilities have been classified as current as there is no unconditional right to defer settlement for at least 12 months
Description of the regulatory framework
The Scheme operates under the State Superannuation Act 2000 (Western Australia) and the State Superannuation Regulations 2001
(Western Australia).
after the end of the reporting period. Assessments indicate that actual settlement of the liabilities is expected to occur as follows:
Although the scheme is not fomally subject to the Superannuation Industry (Supervision) (SIS) legislation, the Western Australian
20142013
government has undertaken (in a Heads of Government Agreement) to operate the scheme in accordance with the spirit of the SIS
$000
legislation.
Annual Leave
Within 12 months More than 12 months $000
1,1871,123
835698
2,0221,821
(b)Long service leave liabilities have been classified as current where there is no unconditional right to defer settlement for at least 12
months after the end of the reporting period. Assessments indicate that actual settlement of the liabilities is expected to occur as
follows:
20142013
$000
$000
Long Service Leave
Within 12 months 1,2671,109
More than 12 months 2,5982,520
124 Lotterywest Annual Report 2014
3,8653,629
125
Notes to the Financial Statements
For the year ended 30 June 2014
Pre-transfer Benefit Gold State Superannuation Scheme
20142013
$000
Funding Arrangements
The employer contributes, as required, to meet the benefits paid.
$000
Expected Contributions
Defined Benefit Obligation (DBO)
221222
Net Defined Benefit Liability
221222
Reconciliation of the Defined Benefit Obligation
Present Value of defined benefit Obligations at Beginning of the Year
Interest Cost (a)
Actuarial (Gains)/Losses Arising from Changes in Demographic Assumptions (a)
Actuarial (Gains)/Losses Arising from Changes in Financial Assumptions Actuarial (Gains)/Losses Arising from Liability Experience (a)
Employer contributions of $26,000 are expected to be paid to the Gold State Superannuation Scheme in the subsequent annual
reporting period.
Maturity Profile of Defined Benefit Obligation
The weighted average duration of Lotterywest’s defined benefit obligation is 5.2 years.
222232
(a)
Present Value of Defined Benefit Obligations at End of the Year
76
The recognition of the liability consequently has a minor effect on the year end asset position of Lotterywest, therefore no sensitivity
(1)
analysis is relevant.
(4)(10)
(4)(5)
Movements in Other Provisions
221222
Movements in each class of provisions during the financial year, other than employees benefits are set out below:
(a)Due to the immaterial effect of actuarial (gains)/losses in the defined benefit obligation, the net movements have been
recognised in the Statement of Comprehensive Income – Expenses Lottery Operations.
Significant Actuarial Assumptions at the Reporting Date
20142013
$000
$000
Prize Reserve Provision
Carrying Amount at Start of Year
Additional Provisions Recognised
40,23139,964
Payments made to the Prize Reserve Account (a) and Prizes Paid
(40,967)(34,593)
Carrying Amount at End of Year
23,96224,698
Assumptions to Determine Start of Year DBO and Defined Benefit Cost for the Current Year
20142013
%
%
24,69819,327
Employment On-Cost Provision
Discount Rate (Active Members) (a)
3.382.84
Carrying Amount at Start of Year
Expected Salary Increase Rate
5.005.50
Additional/(Reversals of) Provisions Recognised
114(121)
Payment/Other Sacrifices of Economic Benefit
(112)(181)
Carrying Amount at End of Year
379377
(a) Prize Reserve Accounts are managed and operated by each State and the administration is provided by the Bloc.
377679
Assumptions to Determine DBO at the Valuation Date
20142013
%
%
18. Sales in Advance
Discount Rate (Active Members) (a)
3.693.38
20142013
Expected Salary Increase Rate
5.005.00
$000
(a) The discount rate is based on the 10 year Government bond rate as at 30 May 2014.
$000
4,8225,317
Monies received in advance for future draws (a)
(a)This represents tickets sold which relate to games where the draw will occur after the financial year and therefore the proceeds have
not been recognised as revenue for the period.
126 Lotterywest Annual Report 2014
127
Notes to the Financial Statements
For the year ended 30 June 2014
19.Equity
20. Notes to the Statement of Cash Flows
20142013
$000
$000
Balance at Start of Year
9,8708,373
Asset Revaluation (Decrements)/Increments
(708)1,497
Balance at the end of the period
9,1629,870
Retained Earnings (b)
Balance at Start of the Year
112,772115,795
Loss for the Period
(14,585)(3,023)
Balance at the end of the period
98,187112,772
Total Equity
Reconciliation of Cash
Cash at the end of the financial year as shown in the Statement of Cash Flows is reconciled to related items in the Statement of Financial
Position as follows:
Asset Revaluation Reserve (a)
107,349122,642
(a) The asset revaluation reserve records increments/decrements in the fair value of land and buildings. Decrements are recognised
20142013
$000
$000
Cash and Cash Equivalents
Cash on Hand
158140
Cash at Bank
8,15326,187
Total per Statement of Cash Flows
8,31126,327
Reconciliation of Profit to Net Cash Flows provided by Operating Activities
20142013
$000
$000
only to the extent that they were previously recognised as increments on the same asset.
Profit/(Loss) for the Period
Non cash items
(b) This represents the accumulated retained earnings at the end of the reporting period, and details the level of accumulated profits
from previous years.
(14,585)(3,023)
5,0606,864
Depreciation and Amortisation Expense
Loss on Derecognition
11—
Lotteries Houses Vested Back to Lotterywest
—(2,850)
Cash Flows to/(from) Government
Statutory Grants
146,769151,188
GST Recoup Revenue from State Government
(32,273)(32,830)
(Increase)/decrease in assets
GST Reimbursement Receivable/(Payable)
467(260)
Trade Debtors
2,3141,227
Other Debtors and Prepayments
202(88)
Inventories
(212)(220)
498(369)
Accrued Interest
Increase/(decrease) in liabilities
Sales in Advance
(495)2,145
Direct Grants
1,841(1,306)
Unclaimed Prizes Payable
(2,408)2,446
Trade Creditors
1,215(694)
Other Creditors and Accruals
(5,777)1,956
Current Provisions
(51)1,524
Non Current Provisions
(1)(10)
Prize Reserve Provision
(736)5,372
Net GST Receipts/Payments
(369)265
Net Cash Provided by Operating Activities before Cash Flows
128 Lotterywest Annual Report 2014
to State Government (Excluding Investing Activities)
101,470131,337
129
Notes to the Financial Statements
For the year ended 30 June 2014
24. Remuneration of Members of the Accountable Authority and Senior Officers
21. Depreciation and Amortisation Expense
20142013
$000
$000
Remuneration of Members of the Accountable Authority
The number of Commissioners, whose total of fees, salaries, superannuation, non monetary benefits and other benefits received, or due
Depreciation
and receivable, for the financial year, fall within the following bands:
20142013
Buildings
202161
Computer Equipment
5522,387
Furniture and Fittings
97131
Plant and Equipment
304332
$1 – $10,000
Leasehold Improvements
164163
$10,001 – $20,000 (a)
Total Depreciation
1,3193,174
$20,001 – $30,000
——
$30,001 – $40,000
45
No.
­­—
2—
$60,001 – $70,000
11
3,7433,690
76
Total Amortisation
3,7433,690
Total Depreciation and Amortisation
5,0626,864
Amortisation
Intangible Assets
22. Resources Received Free of Charge
20142013
$000
No.
Legal Services provided by the State Solicitor’s Office
$000
818
(a) There was one retirement and one new Board Member during the 2013/14 financial year.
20142013
$000
Base remuneration and superannuation
Other benefits
Total Remuneration of Members of the Accountable Authority
$000
219227
16—
235227
23. Remuneration of Auditor
The total fees to the Auditor General for statutory audits are as follows:
20142013
$000
Auditing the accounts, financial statements and performance indicators
130 Lotterywest Annual Report 2014
$000
121118
131
Notes to the Financial Statements
For the year ended 30 June 2014
Remuneration of Senior Officers
25. Financial Instruments
The number of Senior Officers, other than Members of the Accountable Authority, whose total of fees, salaries, superannuation, non
monetary benefits and other benefits received, or due and receivable, for the financial year, fall within the following bands:
(a) Financial Risk Management Objectives and Policies
Financial instruments held by Lotterywest are cash and cash equivalents, term deposits, floating rate notes, floating rate deposits,
20142013
No.
receivables and payables. Lotterywest has limited exposure to financial risks. Lotterywest’s Treasury Investment Policy was revised
No.
in 2013 and approved by the Commission. In 2013/14 the Lotterywest’s investment portfolio is managed by the Western Australia
Treasury Corporation within the constraints of the investment policy and the approved service level agreement. The Treasury
$150,001 – $160,000
1—
$160,001 – $170,000
—1
$170,001 – $180,000
22
$180,001 – $190,000
23
Credit risk arises where there is a possibility that counterparties will default on interest payments or capital repayments resulting in
$190,001 – $200,000
11
$250,001 – $260,000 1—
$320,001 – $330,000
—1
$330,001 – $340,000
1—
88
(a)Probability of default: Lotterywest will only deal with counterparties that have a minimum credit rating issued by Standard and
20142013
(b)Current exposure to counterparties: Lotterywest deals mainly with major financial institutions. The average exposure to these
$000
Investment Policy includes strategies on managing the risks identified below.
Credit Risk
financial losses to Lotterywest.
In measuring risk at a counterparty level there are three components which include:
Poors of A- long term and Moody’s of A3 long term, which is above investment grade (BBB).
$000
counterparties was $340.79 million. The maximum exposure to each counterparty is determined by their credit rating. The higher
the credit rating the greater the maximum exposure, subject to an upper limit of 30% for an AAA rated counterparty.
Base remuneration and superannuation
1,4671,458
Annual leave and long service leave accruals
(27)75
which have embedded derivatives. Consequently Lotterywest does not have exposure to market movements in relation to
Other benefits (a)
22061
capital repayment. Given the high credit quality of investments, the risk of default in relation to interest or capital is very low.
Total Remuneration of Senior Officers of the Accountable Authority
(a) The amount includes a voluntary severance made to a senior officer during the 2013/14 financial year.
(c) Likely recovery ratio on defaulted obligations: Lotterywest does not trade securities, nor are there any investments in securities
1,6601,594
With respect to receivables, customers cannot pay for Lotterywest products on credit. Lotterywest collects these monies electronically
from its retail network on a weekly basis and monitors the performance of retail outlets. All new retail outlets are requested to
provide a bank guarantee equivalent to one week’s takings. Consequently there is no material default risk for receivables. There were
no bank guarantees called upon during this financial year.
Liquidity Risk
Liquidity risk arises when Lotterywest is unable to meet its financial obligations as they fall due. Lotterywest is exposed to liquidity risk
through its trading in the normal course of its business.
Lotterywest manages liquidity risk by limiting investment terms to have sufficient funds available to meet forecasted payment
outcomes as and when they fall due.
Market Risk
Lotterywest does not trade in foreign currency and is not materially exposed to other price risks. Lotterywest’s exposure to market
risk for changes in interest rates relates to the whole investment portfolio and changes in interest rates which impact on investment
income. Lotterywest has no borrowings.
132 Lotterywest Annual Report 2014
133
Notes to the Financial Statements
For the year ended 30 June 2014
The primary objective of Lotterywest’s investment portfolio is capital preservation whilst generating an appropriate return. Investment in high
Contractual Maturity Dates
quality products where all investments are held to maturity and all counterparties are above investment grade, ensure a positive return and
low risk of capital loss. The current investment portfolio only contains term deposits, floating rate notes and floating rate deposits.
(b) Categories of Financial Instruments
In addition to cash, the carrying amount of each of the following categories of financial assets and financial liabilities at the end of the
reporting period are as follows:
20142013
$000
$000
Financial Assets
Loan and Receivables
Financial Assets
Cash
Loan and Receivables Other Financial Assets Held-to-Maturity
(a)
8,31126,327
12,12615,141
260,772261,560
Financial Liabilities
Financial Liabilities Measured at Amortised Cost
2.46%
—
8,311
—
8,311
8,311
—
—
—
—
—
Other Financial Assets
Held-to-Maturity
260,772
3.67%
140,921
119,851—
273,823
183,710
12,787
25,352
51,974——
281,209
140,921
128,16212,126
294,260
204,14712,787
25,352
51,974
—
—
182,789190,747
(a) The amount of receivables excludes the GST recoverable from the Australian Taxation Office (statutory receivable).
Financial Instrument Disclosures
8,311
12,126 ———
12,126
12,126
12,126 ———— —
Maturity Dates
Carrying WeightedFixed
Variable Non-
Nominal
Within 1 2-3 3-4 4-5More
Impaired
Amount
Average Interest
Interest
Interest
Amount YearYearsYearsYears than
Financial
Interest Rate Rate
Bearing
5 YearsAssets
Rate
2014
$000
%$000$000 $000$000$000 $000$000$000 $000 $000
Cash and Cash Equivalents
Interest Rate Exposure
Credit Risk, Liquidity Risk and Interest Rate Risk Exposure
The following table details the exposure to liquidity risk and interest rate risk as at the end of the reporting period. Lotterywest`s
Interest Rate Exposure
Maturity Dates
Carrying Weighted
Variable Non-
Nominal
Within 1 2-3 3-4 4-5More
Impaired
Amount
Average Interest
Interest
Amount YearYearsYearsYears than
Financial
Interest Rate
Bearing
5 YearsAssets
Rate
2013 $000 %$000 $000$000$000 $000$000$000$000 $000
Financial Assets
maximum exposure to credit risk at the end of the reporting period is the carrying amount of the financial assets as shown on
Cash and Cash Equivalents
the following table. The table is based on information provided to senior management of Lotterywest and the Commission. The
Loan and Receivables
15,141——
15,141
15,141
15,141 ———— —
contractual maturity amounts in the table are representative of the undiscounted amounts at the end of the reporting period. An
Other Financial Assets
adjustment for discounting has been made where material.
Held-to-Maturity 261,560 4.35%261,560
26,327
3.34%
26,327
—
26,327
26,327
—
—
—264,760249,601 10,106 5,053
303,028
287,88715,141
306,228
291,06910,1065,053
Lotterywest holds bank guarantees as collateral for its retailer debtors.
There are no financial assets that are past due and therefore there is no further ageing analysis for the financial assets.
—
—
—
—
—
—
—
—
—
Lotterywest does not hold any financial assets that had to have their terms renegotiated that would have otherwise resulted in them
being past due or impaired.
134 Lotterywest Annual Report 2014
135
Notes to the Financial Statements
For the year ended 30 June 2014
Liquidity Risk
Interest rate sensitivity analysis
The following table details the contractual maturity analysis for financial liabilities.
The following table represents a summary of the interest rate sensitivity of Lotterywest’s financial assets and liabilities at the end of the
Interest Rate Exposure
reporting period. As all investments are represented by floating rate debt without hedging, exposure to interest rate movements is only
Maturity Dates
influenced by the maturity dates of investments. It is assumed that the change in interest rates if held constant throughout the reporting
Carrying Weighted FixedVariable Non-Adjustment Total Up to 3-12
1-2
AmountAverage Interest InterestInterest
for
Nominal
3 Months Months Years
Interest Rate RateBearing
Discounting
Amount
Rate
2014
$000
%
%
% $000
$000 $000 $000 $000 $000
Financial Liabilities
Financial Liabilities Measured
at Amortised Cost
182,789
—
—
—
182,789
182,789
—
—
—
182,789
—
182,789
181,611
—
182,789 181,611
878
300
878
300
period. The sensitivity analysis provided is a movement of – 0.5% and 0.5%.
As at 30 June 2014 the cash rate was 2.50%.
2014
Interest Rate Exposure
Cash and Cash Equivalents
Loan and Receivables
Financial Liabilities Measured
—
—
—
190,747
190,747
—
—
—
190,747
—
190,747
186,689
3,708
—
190,747186,689 3,708
8,311
(42)
42
260,772
(1,304)
1,304
12,126
—
—
Financial Liabilities
190,747
+0.5% Change
Profit
$000
Financial Assets
Maturity Dates
Carrying Weighted FixedVariable Non-Adjustment Total Up to 3-12
1-2
AmountAverage Interest InterestInterest
for
Nominal
3 Months Months Years
Interest Rate RateBearing
Discounting
Amount
Rate
2013
$000
%
%
% $000
$000 $000 $000 $000 $000
at Amortised Cost
-0.5% Change
(Loss)
$000
Other Financial Assets Held to Maturity
Carrying
Amount
$000
350
350
Financial Liabilities
Financial Liabilities Measured at Amortised Cost
182,789
—
—
Total Increase/(Decrease) (1,345)(1,345)
2013
Carrying
Amount
$000
-1% Change
(Loss)
$000
+1% Change
Profit
$000
Financial Assets
Cash and Cash Equivalents
Other Financial Assets Held to Maturity
Loan and Receivables
26,327
(263)
263
261,560
(2,616)
2,616
15,141
—
—
Financial Liabilities
Financial Liabilities Measured at Amortised Cost
190,747
—
—
Total Increase/(Decrease) (2,879)2,879
Fair value
All financial assets and liabilities recognised in the Statement of Financial Position, whether they are carried at cost or fair value, are
recognised at amounts that represent a reasonable approximation of fair value unless otherwise stated in the specific notes.
136 Lotterywest Annual Report 2014
137
Notes to the Financial Statements
For the year ended 30 June 2014
26. Contingent Assets and Contingent Liabilities
29. Commitments for Expenditure
Lotterywest is not aware of any contingent assets or contingent liabilities.
27. Schedule of Income and Expenses by Service
The commitments below are inclusive of GST where relevant.
Capital Expenditure Commitments
Capital expenditure commitments in relation to information technology capital purchases contracted at the reporting date but not
Lotterywest has two services.
Service 1 – Sale of lottery products to the public of Western Australia; and
Service 2 – The provision of grants and other distributions to the community of Western Australia.
recognised in the financial statements as liabilities are payable as follows:
Service 1
20142013
$000
Within 1 year
8,037—
8,037—
$000
Service 2
Sale of Lottery
Products
Grants and Other Total
Distributions
2014
2013
2014
2013
2014
2013
$000
$000
$000
$000
$000
$000
Other Expenditure Commitments
Other expenditure commitments in relation to information technology maintenance, support and various inventory items contracted at the
INCOME
Sales
796,991820,761
reporting date but not recognised in the financial statements as liabilities are payable as follows:
——
796,991820,761
20142013
$000
Interest Income
12,36515,183
——
12,36515,183
Other Revenue
14,48617,244
——
14,48617,244
Total Income
823,842853,188
——
823,842853,188
$000
5,1881,379
Within 1 year
EXPENSES
Later than 1 year and not later than 5 years
8,2612,758
Expenses from Lotteries Operations
13,4494,137
Cost of Sales
Lotteries Operations
Grants and Community Development Operations
Total Expenses 541,797557,962
45,21345,283
——
541,797557,962
——
45,21345,283
Lease Commitments
——
14,92713,76414,92713,764
Commitments in relation to leases contracted at the reporting date but not recognised in the financial statements as liabilities are
payable as follows:
587,010603,245
14,92713,764
601,937617,009
20142013
Profit/(Loss) before Returns to Beneficiaries
$000
Grants from State Government
Grants Transfer
Amount Available for Distribution
——
254,178269,009 254,178269,009
Within 1 year
359359
Total Returns to Beneficiaries
——
268,763272,032268,763272,032
Later than 1 year but not later than 5 years
509868
Net Loss for the period
——
(14,585)(3,023)
(14,585)(3,023)
236,832249,943 (14,927)(13,764)221,905236,179
32,27332,830
$000
——
32,27332,830
(269,105)(282,773) 269,105282,773
——
28. Related and Affiliated Bodies
Non-Cancellable Property Lease Commitments (a)
Within 1 year
Later than 1 year but not later than 5 years
Section 26 (1) of the Act requires details of all grants recipients to be listed separately, including grants provided to any affiliated bodies.
8681,227
Cancellable Operating Lease Commitments (b)
Total Lease Commitments
100112
79108
179220
1,0471,447
There were no related and/or affiliated bodies requiring disclosure for the year.
138 Lotterywest Annual Report 2014
139
Notes to the Financial Statements
For the year ended 30 June 2014
Significant Variations
(a)The property lease is a non cancellable lease with an eleven year term commencing from 1 December 2005, with rent payable
monthly in advance. Contingent rent provision within the lease agreement requires that the minimum lease payments shall be
Between Actual and Estimate Revenues and Expenditures for 2013/14
increased by CPI and market review for every two years thereafter.
2014
2014
Actual
Budget
Variance
$000
$000
$000
(b) These amounts were provided by the Department of Treasury and relate to Lotterywest’s motor vehicle lease arrangements which
operate under the State Fleet Funding Facility contract. Lotterywest’s vehicle leases are generally for two or three years.
Revenue
Sales (a)
Less: Cost of Sales
30. Supplementary Financial Information
Prizes (b)
796,991 801,690(4,699)
Write-offs
446,918449,273(2,355)
Retailers’ Commission (b)
62,60663,341 (735)
32,27332,678 (405)
20142013
Goods and Services Tax
$000
Total Cost of Sales
541,797545,292(3,496)
$000
Trading Profit
255,194256,398 (1,204)
Cash shortages written-off by the Lotteries Commission during the period
—
18
—
18
Other Revenue Interest
31. Events Occurring after the End of the Reporting Period
There has been no event subsequent to the end of the reporting period which would have a material effect on Lotterywest’s financial
statements at 30 June 2014.
12,36513,000 (635)
Forfeited Prizes (c)
10,074 7,2002,874
Retailer Fees
4,2334,346 (113)
Player Registration Service Fee
97 150(53)
Other
82 —82
Total Revenues from Lottery Activities
26,851 24,6962,155
Expenses
32. Explanatory Statement
The following tables provide details of significant variations between actual revenues and expenditures for the financial year compared
with the corresponding items for the preceding year and the corresponding items in the budget.
Lotteries Operations
45,213 47,756(2,543)
Grants and Community Development Operations
14,92714,265 (662)
Total Expenses from Lottery Activities (d)
60,140 62,021(1,881)
Profit from Lottery Activities
221,905219,0732,832
Significant variations are considered to be those where the amount is deemed as being in excess of $1 million.
Total Returns to Beneficiaries
121,994120,000 1,994
Direct Grants (Net of Grants Written Back)
Hospital Fund
117,415118,267 (852)
Sport/Arts Lotteries Accounts
29,35429,566 (212)
Total Returns to Beneficiaries (e)
268,763267,833 930
GST Reimbursement for Gambling Margin
32,27332,678 (405)
Net Loss
(14,585)(16,082)1,497
140 Lotterywest Annual Report 2014
141
Notes to the Financial Statements
For the year ended 30 June 2014
(a)Sales
Lotterywest’s sales revenue for 2013/14 was $4.70 million (0.6%) lower than the budget due to lower than predicted Saturday Lotto
superdraw and jackpots for Powerball and OZ Lotto during the year.
(b) Cost of Sales
Significant Variations
Actual Revenues and Expenditures for 2013/14 and 2012/13
2014
2013
Actual
Actual
Variance
$000
$000
$000
796,991
820,761
(23,770)
The decrease in prizes and retailers’ commission was $2.6 million (0.5%) lower than the budget. This variance is in proportion to the
decrease in sales.
Revenue
Sales (a) (c) Forfeited Prizes
Less: Cost of Sales
The forfeited prizes of $10.07 million was $2.87 million higher than budgeted for the year. This included a Division 1 unclaimed prize being
Prizes (b)
forfeited in August for $1 million.
446,918
459,730
(12,812)
Retailers’ Commission (b) 62,606 65,402(2,796)
Goods and Services Tax
(d) Expenses from Lottery Activities
Total Cost of Sales 541,797 557,962(16,166)
Operational expenses for 2013/14, was $1.88 million (3%) lower than budget. The delay in new advertising and rebranding of lotto
Trading Profit
products as well as reduced distribution costs resulted in lower than budgeted operational expenditure.
32,273
32,830
(557)
255,194262,799(7,604)
Other Revenue
(e) Total Returns to Beneficiaries
Interest (c)
12,365
15,183
(2,818)
Statutory funding to Hospitals, Sports and the Arts is distributed according to the Lotteries Commission Act 1990 (as amended) and is
Forfeited Prizes
10,074
9,988
86
directly linked to the level of sales recorded. The total annual sales of $796.99 million was 0.6% below budget and resulted in reduced
Retailer Fees
4,233
4,173
60
funding allocations. Direct Grants are distributed according to sections 19 and 24 of the Act.
Player Registration Service Fee
97
118
(21)
Other (d) 82
2,965
(2,883)
Total Revenues from Lottery Activities 26,851 32,427(5,576)
Expenses
Lotteries Operations
45,213
45,283
(70)
Grants and Community Development Operations
14,927
13,764
1,163
Total Expenses from Lottery Activities (e) 60,140 59,0471,093
Profit from Lottery Activities 221,905 236,179(14,274)
Total Returns to Beneficiaries
Direct Grants (Net of Grants Written Back)
121,994
120,844
1,150
Hospital Fund
117,415
120,950
(3,535)
Sport/Arts Lotteries Accounts
29,354
30,238
Total Returns to Beneficiaries (f) 268,763272,032(3,269)
(884)
GST Reimbursement for Gambling Margin
Net Loss
142 Lotterywest Annual Report 2014
32,273
(14,585)
32,830
(3,023)
(557)
(11,562)
143
Notes to the Financial Statements
For the year ended 30 June 2014
(a)Sales
Operating Budget
Lotterywest’s sales revenue for 2013/14 was $23.77 million (2.9%) lower than the previous year. The lower sales result is due to higher than
expected jackpots for OZ Lotto and Powerball in 2012/13.
In accordance with the Treasurer’s Instruction 953, this statement shows the 2014/15 Budget estimate for the Statement of Comprehensive
Income. This statement is not subject to audit. The Minister approved the budget on 19 March 2014.
(b) Cost of Sales
The decrease in cost of sales was $16.17 million (2.9%) lower than the previous year. The decrease in cost of sales (prizes and retailers’
commission) is in proportion to the decrease in sales.
2015
2014
Budget
Actual
Variance
$000
$000
$000
(c)Interest
Investment Income of $12.37 million was $2.82 million (18.6%) lower than prior year due to lower cash balances available for investment
and lower interest rates.
Revenue
Sales (a)
840,000
796,991
43,009
Less: Cost of Sales
(d)Other
Prizes
Variance relates to the first time recognition of Geraldton and Bunbury Lotteries Houses (valued at $2.85 million) that vested back to
Retailers’ Commission
66,935
62,606
4,329
Goods and Services Tax
33,079
32,273
806
Total Cost of Sales (b)
Lotterywest during the 2012/13 financial year.
(e) Expenses from Lottery Activities
Trading Profit
Operational expenses for 2013/14 was $1.09 million (1.85%) higher than prior year. The increase was due to higher costs for employee
benefits, marketing and distribution expenditure.
470,506
446,918
23,588
570,520 541,79728,723
269,480 255,19414,286
Other Revenue Interest
12,500
12,365
135
(f) Total Returns to Beneficiaries
Forfeited Prizes
11,106
10,074
1,032
Statutory funding to Hospitals, Sports and the Arts is distributed according to the Lotteries Commission Act 1990 (as amended) and is
Retailer Fees
4,794
4,233
561
directly linked to the level of sales recorded. The total annual sales of $796.99 million was 2.9% below prior year sales and resulted in
Player Registration Service Fee
120
97
23
decrease in funding allocations. Direct Grants are distributed according to sections 19 and 24 of the Act.
Other
82
(22)
Total Revenues from Lottery Activities
60
28,580 26,8511,729
Expenses
Lotteries Operations
49,962
45,213
4,749
Grants and Community Development Operations
14,924
14,927
(3)
Total Expenses from Lottery Activities (c)
64,886 60,1404,746
Profit from Lottery Activities
233,174 221,90511,269
Total Returns to Beneficiaries
Direct Grants (Net of Grants Written Back)
126,000
121,994
4,006
Hospital Fund
123,648
117,415
6,233
Sport/Arts Lotteries Accounts
30,912
29,354
1,558
Total Returns to Beneficiaries (d)
280,560268,763 11,797
GST Reimbursement for Gambling Margin
33,079
32,273
806
Net Loss (14,307)
(14,585)
278
(e)
144 Lotterywest Annual Report 2014
145
Notes to the Financial Statements
Five Year Summary of Financial Data
For the year ended 30 June 2014
For the year ended 30 June 2014
NOTES TO THE BUDGET
Comprehensive Income Statement
2011 201220132014
2015
Actual ActualActualActual
Budget
Lotterywest’s budget for the fiscal year 2014/15 meets the operational and financial objectives for the year as well as long term outcomes and
$000 $000$000$000
$000
strategies documented in the Strategic Development Plan.
Sales Revenue
(a) Sales
Less Cost of Sales
The sales budget of $840 million represents growth of 5.4% on the sales result for 2013/14. This increase in sales is primarily related to the
Prizes
launch of a new lotto product in the 2014/15 year.
Retailers’ Commission
683,344
762,681
820,761
796,991840,000
383,415
428,162
459,730
446,918470,506
56,010
61,174
65,402
62,60666,935
Add Other Revenue
(b) Cost of Sales
Interest
18,801
18,146
15,183
12,36512,500
Forfeited Prizes
7,293
8,327
9,988
10,07411,106
Retailer Fees
3,999
4,029
4,173
4,2334,794
(c) Expenses from Lottery Activities
Player Registration Service 180
150
Lotterywest’s operational expense budget of $64.89m for 2014/15 represents an increase of $4.75 million (7.9%) on the outcome for
Other
The increase in prizes and retailers’ commission is in proportion to the increase in sales.
78
68
118
97120
2,965
8260
2013/14. The increase in costs will result from higher empolyee benefits, advertising and marketing costs associated with new lotto
Net Revenue
product.
Less Expenses
Operating Expenses
274,270
49,763
304,065
55,437
328,056
59,047
314,318331,139
60,14064,886
(d) Returns to Beneficiaries
Profit
224,507
The returns to beneficiaries budget for 2014/15 totals $280.56 million and includes funding to Hospitals of $123.65 million, $15.50 million
Less Returns to Beneficiaries
238,753 256,977272,032 268,763280,560
each to Sport and Arts and direct grants of $126 million. In total, funding to the community represents 33% of gross sales.
Net Profit/(Loss)
(14,246)
248,628
(8,349)
269,009
(3,023)
254,178266,253
(14,585)(14,307)
Assets
(e) Net Loss
Held to Maturity Financial Assets
255,886
258,983
261,560
260,772238,213
The budgeted net loss of $14.31 million is based on the strategic decision to distribute accumulated reserves as is allowed for by the Act
Other Current Assets
13,627
35,661
44,352
24,96626,933
Non Current Assets
50,333
44,204
44,031
39,66952,359
Total Assets
and allocate additional funding through the direct grants program.
319,846
338,848
349,943
325,407317,505
Liabilities
187,329
214,680
227,301
218,060225,251
Net Assets
132,517
124,168
122,642
107,34792,254
This table is included as a supplement to the Annual Report to provide an overview of the Lotterywest’s performance and expectations. The
Goods and Services Tax payable on the gambling margin and the grant from State Government (GST offset) have not been included in this
statement, and do not affect the five year summary on the net profit and net assets position.
146 Lotterywest Annual Report 2014
147
Direct Grants Summary
Requests Approved
Amount
2014
20132014 2013
No.
No.$000 $000
Total requests on agenda
1,2201,346
145,251138,109
Total approved requests
1,1971,299
124,522123,312
Total requests not approved
2347
1,5146,031
Total partial requests not approved
317284
19,2168,766
Organisations/Approved Grants
2014
2013
No. of organisations
No. of new organisations
1,0171,034
87115
Grants Agenda Approval Ratio
2014
2013
% Approved grants (in full or part)
% Not supported requests (in full)
148 Lotterywest Annual Report 2014
98.1%96.5%
1.9%3.5%
Grants made to the
WA community
Organisation Name
Amount Granted
11th Battalion Living History Unit Inc
$8,661
Aboriginal Communities Charitable Organization, Inc
$5,000
Aboriginal Health Council of Western Australia
$60,000
Aboriginal Health Council of Western Australia
$2,000,000
Abortion Grief Australia Inc
$54,621
Academic Clinics for Exceptional Students Inc
$15,000
Activ Foundation Inc
$24,457
Active Greening Inc
$17,581
AdoptASchool Association Inc
$14,625
Adoption Jigsaw WA Inc
$28,494
Adoption Support for Families and Children Inc
$4,820
Advocare Inc
$74,244
Advocare Inc
$40,000
Affinity Village Residents Association Inc
$3,310
Agencies for South West Accommodation Inc
$45,000
Agola Kapuk Community Association of Western Australia Inc
$15,000
Airport City Community Services Inc
$15,000
Albany Aboriginal Corporation
$73,500
Albany Community Legal Centre Inc
$57,098
Albany Community Legal Centre Inc
$8,350
Albany Kindergarten Association
$33,945
Albany Regional Hospital Radio Heartbeat
$5,452
Albany Sea Rescue Squad Inc
$107,160
Albany Secondary Education Support Centre Bush Rangers WA Cadet Unit
$9,919
Alchera Living Inc
$6,000
Alexandra Village Residents Club
$6,000
Alzheimer’s Australia WA Ltd
$41,680
Amaroo Care Services Inc
$514,238
Amaroo Care Services Inc
$66,671
Angelhands Inc
$16,240
Anglicare WA Inc
$850,000
Anglicare WA Inc - Albany Womens Centre
$13,884
Anglicare WA Inc - Youth Supported Housing and Crisis Accommodation
$133,195
Ardross Primary School - River Rangers
$15,000
Ardyaloon Inc
$77,559
Armadale City Concert Band
$4,554
Armadale Independent Film Festival Inc
$10,324
Arthritis Foundation of WA Inc
$16,300
Artists’ Foundation of Western Australia Ltd
$110,000
Artrage Inc
$1,000,000
Arts and Culture Goldfields Assocation Inc
$18,855
Arts Margaret River Inc
$56,525
Arts Margaret River Inc
$2,025
Arts Narrogin Inc
$4,429
Arts Radio Ltd
$15,069
Ashlar Glen Association Inc
$3,329
Augusta River Festival Inc
$11,519
Australian African Aid Inc
$13,800
Australian Arab Association Inc
$7,810
Australian Army Cadets Association (W.A) Inc
$106,422
Australian Association for Adolescent Health Inc
$44,825
Australian Association for Environmental Education WA Chapter Inc
$104,336
Australian Association for the Development of Role Models and Leaders Inc
$60,594
Australian Association for the Development of Role Models and Leaders Inc
$88,391
Australian Association For The Development of Role Models and Leaders Inc - Derby Girls Academy
$16,391
Australian Association For The Development of Role Models and Leaders Inc - Kununurra Girls Academy
$16,391
Australian Association For The Development of Role Models and Leaders Inc - Roebourne Girls Academy
$16,391
Australian Flying Corps & Royal Australian Air Force Assn (WA Division) Inc - Erskine Grove
$16,892
Australian Flying Corps & Royal Australian Air Force Assn (WA Division) Inc - Meadow Springs
$68,900
Australian Garden History Society Inc - WA Branch
$2,847
Australian Irish Dancing Assn WA Inc
$8,580
Australian Kidney Foundation
$57,386
Australian Kidney Foundation
$60,577
Australian Leukodystrophy Support Group Inc
$9,090
Australian Neuromuscular Research Institute Ltd
Australian Red Cross Society - Western Australian Division
Australian Red Cross Society - Western Australian Division
Australian Red Cross Society - Western Australian Division
Australian Red Cross Society - Western Australian Division
Australian Wildlife Conservancy
Australian-Asian Association of Western Australia Inc
Autism West Support Inc
Avon Valley Environmental Society Inc
Avon Youth Community and Family Services Inc
AWESOME Arts Australia Ltd
Baldivis Primary School Parents and Citizens’ Association Inc
Bangladesh Australia Association of Western Australia Inc
Baptist Union of Western Australia
Baptistcare - Sunshine Park Residential Aged Care
Baptistcare Inc - Gwelup
Bayswater Bridge Club Inc
Bayswater Historical Society Inc
Bayswater Senior Citizens Assn Inc
Beaufort Street Network Inc
Begonia Society of WA Inc
Belmont Toy Library Inc
Benedictine Community of New Norcia
Bess Home and Community Care Inc
Bethanie Group Inc
Bibbulmun Track Foundation Inc
Bicton Men’s Shed Inc
Bicycle Transportation Alliance Inc
Bidan Aboriginal Corporation
Big Hart Inc - Yijala Yala Project
Bindi Miling Playgroup
Bindoon and Districts Agricultural Society Inc
Bindoon Mens Shed Inc
Binningup Community Association Inc
Birdlife Australia Ltd- Broome Bird Observatory
Black Swan State Theatre Company Ltd
Blackadder Woodbridge Catchment Group Inc
Blind Citizens WA Inc
Bloodwood Tree Association Inc
Blue Gum Early Learning and Child Care Centre Inc
Blue Sky Community Group Inc
Blues at Bridgetown Inc
Boab Festival At Derby
Bonsai Workshop Inc
Boulder Promotion and Development Association Inc
Bremer Bay Volunteer Emergency Service Unit- FESA
Bridge Builders Ministries Inc
Bridgetown High School Emergency Services Cadets
Brighton Community Garden Inc
Brighton Estate Residents Association Inc
Brightwater Care Group Inc- Currambine
Bringing Them Home Committee WA Inc
Brookton Men’s Shed Inc
Broome Community Information Resource Centre and Learning Exchange
Broome Senior High School Bush Rangers Cadets
Broome Volunteer Fire Brigade
Broomehill Recreational Complex Inc
Bruce Rock Community Resource Centre Inc
Bruce Rock Day Care Centre Inc
Brunswick River Restoration Action Group Inc
Bulgarian Association ‘Rodina’ Inc
Bullsbrook Community Kindergarten Inc
Bunbury Agricultural Society Inc
Bunbury Bel Canto Singers Inc
Bunbury Diocesan Trustees - Mission to Seafarers Albany
$2,400,000
$90,000
$55,000
$14,369
$150,000
$500,000
$20,000
$24,230
$19,742
$17,700
$329,500
$8,384
$10,500
$25,000
$69,245
$69,245
$6,850
$2,700
$2,928
$51,429
$1,090
$13,621
$150,000
$386,661
$5,000
$25,500
$2,893
$5,401
$25,000
$4,656
$1,915
$16,666
$104,362
$8,076
$4,900
$175,000
$12,344
$10,000
$20,000
$13,923
$5,750
$50,000
$30,000
$5,577
$4,571
$14,572
$33,892
$14,939
$5,000
$7,490
$300,000
$13,930
$2,626
$23,000
$15,000
$17,200
$9,091
$16,400
$13,285
$15,000
$14,395
$6,332
$15,000
$2,000
$36,539
149
Grants made to the WA community
Bunbury Diocesan Trustees - Anglican Parish of Dunsborough
Bunbury Diocesan Trustees - St Marys Community Care (Busselton)
Bunbury Dolphin Discovery Inc
Bunbury Men’s Shed Inc
Bunbury Multicultural Group Inc
Bunbury Regional Arts Management Board Inc
Bunbury Regional Theatre Inc
Bunbury Sea Rescue Inc
Burdiya Aboriginal Corporation
Bush Heritage Australia
Busselton Allsports Inc
Busselton Oral History Group Inc
Byford Community Kindergarten Association Inc
Camp Autism W.A Inc
Campervan and Motorhome Club of Australia Ltd- WA Sandgropers Chapter
Cancer Wellness Centre Inc
Cancer Wellness Centre Inc
Cancer Wellness Centre Inc
Canning Agriculutral Horticultural and Recreational Society Inc
Canning Mens’ Shed Inc
Cape to Cape Catchments Group Inc
Capel Land Conservation District Committee
Carers Association of Western Australia Inc
Carers Association of Western Australia Inc
Carey Community Resources Inc
Carnarvon Family Support Service Inc
Carnarvon Space and Technology Museum Inc
Casson Homes Inc
Cat Welfare Society Inc
Catholic Homes Inc
Celebrate Western Australia Inc
Celebrate Western Australia Inc
Centacare Kimberley Association Inc
Central Agcare Inc
Central West Coast Senior Citizens Group Inc
Centre for Pregnancy, Childbirth Education and Early Parenting Services Inc
Centrecare Inc
Centrecare Inc
Centrepoint Church Inc
Cerebral Palsy Association of Western Australia Ltd
Chamber of Arts and Culture WA Inc
Champion Lakes Christian Church Inc - Southside Care
Champion Lakes Christian Church Inc - Southside Care
Charity Link Inc
Child Inclusive Learning and Development Australia Inc
Children’s Services Support Unit WA Inc - Bulgarra Early Learning Centre
Children’s Services Support Unit WA Inc - Dampier EarlyLearning Centre
Children’s Services Support Unit WA Inc - Millars Well Early Learning Centre
Christian City Church Crawley Inc
Christian Family Church Inc
Chrysalis Support Services Inc
Chrysalis Support Services Inc
Chung Wah Association
Chung Wah Association
Church of the Foursquare Gospel in Australia - Highway Church
Churches’ Commission on Education Inc
Churchlands Senior High School Surf Life Saving Cadets
Citizen Advocacy Perth West Inc
Citizens Advice Bureau of Western Australia Inc
City of Albany
City of Albany
City of Albany
City of Albany
City of Armadale
City of Armadale
City of Belmont
City of Belmont
City of Bunbury
City of Bunbury
City of Busselton
City of Busselton
City of Busselton
City of Busselton - Meelup Regional Park Management Committee
City of Busselton - Meelup Regional Park Management Committee
City of Busselton - Yallingup Rural Volunteer Bush Fire Brigade
City of Canning
City of Cockburn
150 Lotterywest Annual Report 2014
$500,000
$41,000
$70,648
$112,000
$15,014
$8,369
$82,000
$13,000
$51,823
$20,000
$25,000
$12,775
$15,000
$9,215
$1,942
$730,341
$47,000
$685,048
$5,000
$6,269
$74,800
$3,750
$30,000
$30,000
$754,650
$33,000
$25,200
$192,090
$36,461
$437,368
$98,480
$700,000
$60,500
$10,000
$15,000
$242,812
$77,580
$705,000
$11,258
$62,500
$50,000
$16,500
$6,618
$240,000
$74,591
$93,376
$90,454
$53,590
$14,346
$14,000
$16,500
$21,293
$20,000
$137,963
$1,000
$505,437
$6,000
$21,208
$65,000
$100,000
$40,893
$350,000
$350,000
$6,000
$50,000
$41,836
$20,661
$15,000
$23,734
$100,000
$51,963
$40,950
$13,000
$24,000
$13,414
$45,000
$20,000
City of Cockburn
City of Fremantle
City of Fremantle
City of Gosnells
City of Greater Geraldton
City of Greater Geraldton
City of Greater Geraldton - Foreshore Precinct
City of Joondalup
City of Joondalup
City of Joondalup
City of Joondalup
City of Kalgoorlie-Boulder
City of Kalgoorlie-Boulder
City of Kwinana - Wandi Reserve
City of Mandurah
City of Mandurah
City of Mandurah
City of Melville
City of Melville
City of Melville
City of Melville Citizens Relief Fund
City of Nedlands
City of Nedlands
City of Perth
City of Perth
City of Rockingham
City of Rockingham- Baldivis Volunteer Bush Fire Brigade
City of South Perth
City of South Perth
City of South Perth - Manning Men’s Shed
City of South Perth Historical Society Inc
City of Stirling
City of Stirling
City of Stirling
City of Stirling - Stirling Womens Centre
City of Stirling - Wadjak Northside Aboriginal Community Group
City of Subiaco
City of Subiaco
City of Swan
City of Vincent
City of Vincent - Norwood Neighbourhood Centre
City of Wanneroo
City of Wanneroo
City of Wanneroo
City West Lotteries House Inc
Claisebrook Lotteries House Association Inc
Classic Sounds Orchestra Association Inc
Clifton Park Playgroup
Clontarf Foundation
Clontarf Foundation
Coalition for Asylum Seekers, Refugees and Detainees Inc
Coalition for Asylum Seekers, Refugees and Detainees Inc
Coastal Kids Care Inc
Colla Voce Community Choir Inc
Collaboration WA Inc
College Row School Parents and Citizens’ Association Inc
Collie Heritage and Menshed Group Inc
Combined Torana Car Club of WA Inc
Comfort Quilts Against Cancer Inc
Communicare Inc
Communicare Inc
Communicare Inc
Community Arts Network Western Australia Ltd
Community Development Foundation
Community Group of Greenough Inc
Community Home Care Inc
Community Home Care Inc
Community Housing Coalition of WA Inc
Community Housing Coalition of WA Inc
Community Living Association Inc
Community Living Association Inc
Community Living Association Inc
Community Vision Inc
ConnectGroups - Support Groups Association WA Inc
ConnectGroups - Support Groups Association WA Inc
(Connecting Communities) CC Home Care Inc
Conservation Council of Western Australia
$514,000
$60,000
$40,000
$50,000
$67,500
$24,020
$1,000,000
$45,500
$80,000
$45,000
$25,629
$23,480
$20,000
$340,100
$10,000
$10,000
$27,000
$100,000
$8,788
$11,812
$14,900
$84,000
$19,903
$565,000
$600,000
$36,240
$10,561
$350,000
$30,000
$150,000
$5,000
$16,000
$30,000
$14,400
$10,000
$356,000
$23,650
$66,440
$20,000
$12,400
$271,447
$96,000
$30,000
$100,000
$21,000
$6,133
$9,304
$10,000
$900,000
$13,570
$5,805
$15,000
$7,500
$3,952
$4,868
$3,285
$135,200
$6,390
$15,000
$137,500
$909,091
$1,647,233
$80,000
$821,000
$11,711
$10,000
$2,960
$4,000
$40,000
$3,409
$148,573
$1,913
$116,541
$20,085
$100,365
$2,500
$65,000
Constable Care Child Safety Foundation Inc
Constable Care Child Safety Foundation Inc
Consumer Credit Legal Service WA Inc
Coolgardie Day Celebrations Inc
Co-operation Housing
Council on the Ageing (Western Australia) Inc
Council on the Ageing (Western Australia) Inc
Country Arts WA Inc
Country Arts WA Inc
Country Music Club of Boyup Brook, WA Inc
Country Women’s Association of Western Australia - Tammin
Crana Aboriginal Corporation Beverley
Cranbrook Tourist and Business Promotion Group
Creative Albany Inc
Creative and Therapy Activities (C.A.T.A) Group Inc
Crime Stoppers Western Australia Ltd
Crossways Community Services Inc
Cultural Club Inc
Curtin University
Curtin University
Curtin University of Technology - Centre for Behavioural Research in Cancer Control
Cystic Fibrosis Western Australia Inc
Cystic Fibrosis Western Australia Inc
Czech and Slovak Association in WA Inc
DADAA Inc
DADAA Inc
Dalwallinu Clubhouse Early Learning Centre Inc
Dardanup & Districts Residents Association Inc
Dardanup Bull and Barrel Festival Inc
Darling Range Wildlife Shelter Inc
Darlington Arts Festival Association Inc
Darlington History Group
David Wirrpanda Foundation Inc
Deafness Council Western Australia Inc
Deafness Council Western Australia Inc
Denmark Arts Council
Denmark Community Resource Centre Inc
Denmark Environment Centre Inc
Denmark High School- Emergency Services Cadets
Denmark Historical Society Inc
Derbarl Yerrigan Health Service Inc
Derby District High School Bushranger Cadets
Diabetes Association of Western Australia Inc
Diabetes Association of Western Australia Inc
Directions Family Support Association Inc
Disabled Children’s Foundation Inc
Dismantle Inc
Diversity South Inc
Dongara Community Resource Centre Inc
Dongara Community Resource Centre Inc
Dongara Patchwork Club Inc
Donnybrook Apple Festival Inc
Doorways Inc
Dowerin Community Childcare Inc
Dumbartung Aboriginal Corporation
Dumbleyung Events Committee Inc
Dunsborough and Districts Progress Association Inc
Dunsborough Toy Library Inc
Dutch Aged Care (Western Australia) Inc
Dutch Singers Inc
Dyslexia - Speld Foundation WA Inc
Each Living Moment
Eagle Bay Community Hall Association Inc
Ear Science Institute Australia Inc
Ear Science Institute Australia Inc
East Narrogin Primary School Parents and Citizens’ Association Inc
Eastern Goldfields Highland Pipe Band
Eastern Goldfields Historical Society Inc
Eastern Metropolitan Regional Council
Eastern Metropolitan Regional Council
Eastern Region Domestic Violence Services Network Inc
Eastern Region Domestic Violence Services Network Inc
Eastern Region Domestic Violence Services Network Inc
Eaton Combined Playgroup Inc
Edmund Rice Camps for Kids WA Inc
Edmund Rice Centre, Mirrabooka Inc
El Shaddai Kwinana Christian Fellowship Inc
$76,000
$184,000
$121,700
$15,000
$16,117
$50,000
$80,000
$24,354
$330,000
$20,000
$22,000
$2,355
$4,982
$20,000
$20,000
$80,075
$45,000
$8,000
$1,813,948
$20,000
$38,035
$357,250
$33,890
$13,141
$9,300
$67,472
$7,757
$8,971
$14,843
$12,363
$20,000
$1,958
$65,000
$15,903
$41,980
$18,700
$14,672
$310,000
$13,739
$7,000
$17,875
$11,504
$32,115
$37,512
$542,900
$153,931
$188,916
$56,348
$1,725
$17,949
$1,750
$5,000
$5,000
$15,000
$249,550
$3,572
$8,500
$12,125
$5,000
$13,618
$395,000
$7,670
$200,000
$2,400,000
$46,843
$11,590
$7,566
$19,380
$20,000
$250,500
$59,055
$13,600
$3,000
$100,000
$4,700
$11,229
$18,055
ELBA Inc
Elizabeth Telfer Building Management Committee Inc
Endeavour Child Care Centre
EON Benevolent Fund Inc
EON Benevolent Fund Inc
Epilepsy Association
Epilepsy Association of Western Australia Inc
Escare Inc
Esperance Brass Band Inc
Esperance Care Services Inc
Esperance Care Services Inc
Esperance Community Arts Inc
Esperance Community Arts Inc
Esperance Lotteries House Association Inc
Esperance Regional Forum Inc
Esperance Senior High School - Bush Ranger Cadets
Exmouth Community Support Group Inc
Fairbridge Western Australia Inc
Fairbridge Western Australia Inc
Fairholme Disability Support Group Inc
Family Inclusion Network of Western Australia Inc
Farmsafe WA Alliance Inc
Federation of Western Australian Police and Community Youth Centres Inc
Feed the Little Children Inc
Feed the Little Children Inc
Festival of Busselton Inc
Fibromyalgia Support Network of Western Australia Inc
Filipino Australian Multicultural Association Inc
Filipino-Australian Club of Perth Inc
Film and Television Institute WA Inc
Film and Television Institute WA Inc
Financial Counsellors Association of Western Australia
Fiona Wood Foundation Inc
Floreat Surf Life Saving Club
Flying Angel Club
Foodbank of Western Australia Inc
Foothills Information and Referral Service Inc
Forgotten Australians Coming Together (FACT) Inc
FORM Contemporary Craft and Design Inc - Spinifex Hill Artists Group
Foundation For Young Australians
Foundation For Young Australians
Foundation Housing Ltd
Fragyle Inc
Frank Konecny Community Centre Inc
Fremantle Bridge Club Inc
Fremantle Foundation Ltd
Fremantle Multicultural Centre Inc
Fremantle Volunteer Sea Rescue Group Inc
Fremantle Womens Health Centre Inc
Fremantle Workers’ Social and Leisure Club
Friends of Allen Park Bushland Group Inc
Friends of Bold Park Bushland Inc
Friends of Edenvale Inc
Friends of Kings Park Inc
Friends of the Little Gem Theatre Inc
Friends of the Western Australian Museum Inc
Friends of the Western Australian Museum Inc
Funding Network Australia Ltd
Future Living Trust Inc
Gascoyne in May Inc
Gay and Lesbian Singers of Western Australia Inc
Gelganyem Ltd
Geographe Bay Tourism Association Inc
Geographe Education Support Centre Bush Rangers WA
Geraldton Camera Club
Geraldton Community Playgroup
Geraldton Family History Society Inc
Geraldton Greenough Sunshine Festival Inc
Geraldton Regional Aboriginal Medical Service
Geraldton Resource Centre Inc
Geraldton Yacht Club
Gingin District Community Resource Centre Inc
Gingin Men’s Shed Inc
Gingin Playgroup Inc
Girl Guides Western Australia Inc
Girl Guides Western Australia Inc
Girls From Oz Ltd
$2,500
$5,000
$10,600
$60,847
$48,842
$30,200
$20,386
$16,830
$15,000
$20,000
$18,581
$14,180
$19,357
$22,306
$33,200
$10,533
$50,000
$294,861
$308,460
$1,326
$18,567
$14,682
$126,480
$217,360
$15,000
$15,000
$14,721
$4,340
$8,846
$100,000
$250,000
$2,900
$60,000
$93,640
$45,762
$2,000,000
$27,500
$600,000
$23,873
$500,000
$53,601
$60,000
$10,993
$18,000
$14,027
$29,456
$39,750
$43,198
$26,100
$7,475
$13,302
$9,048
$3,580
$550,000
$12,500
$105,168
$50,000
$280,000
$15,442
$60,000
$5,557
$28,857
$14,900
$9,779
$6,000
$8,084
$3,350
$20,000
$61,546
$40,000
$17,500
$4,886
$118,000
$15,000
$105,083
$36,275
$149,784
151
Grants made to the WA community
Giving West
Gladtones Concert Party Inc
Gnowangerup Community Resource Centre Inc
Goldfields Rehabilitation Services Inc
Gondwana Link Ltd
Good News Broadcasters Inc
Gosnells Community Legal Centre Inc
Gosnells Community Legal Centre Inc
Gosnells Community Lotteries House Inc
Gosnells Community Support Service Inc
Government House Foundation of Western Australia
Grace Care Inc
Grand Lodge of Western Australian Freemasons Homes for theAged Inc
Gravity Discovery Centre Foundation Inc
Graylands Hospital Volunteer Service Inc
Great Southern Factor Inc
Great Southern Personnel Inc
Greenbushes Community Resource Centre Inc
Greenfields Family and Community Centre Inc
GROW
Guilderton Community Association
Gujarati Samaj of Western Australia Inc
Haemophilia Foundation Australia Inc
Hands Up 4 Kids Volunteers Inc
Harvest Lakes Residents’ Association Inc
Harvey Health and Community Services Group Inc
Harvey Mainstreet Inc
Hazel Orme Community Kindergarten Inc
Headache and Migraine Western Australia Inc
Headwest (Brain Injury Association of WA Inc)
Heal For Life WA Inc
Heart Kids WA
Hedland Well Women’s Centre Inc
Henri Nouwen House Inc
Heritage Perth Inc
Hillman Community Association Inc
Hilton Harvest Community Garden Inc
History Council of Western Australia Inc
Holyoake Australian Institute for Alcohol and Drug Addiction Resolutions Inc
Honouring Indigenous War Graves Inc
Hope Community Services Inc
Hopetoun Men In Sheds Inc
Hudson Road Family Centre Inc
Huntington’s WA Inc
Hyden Community Resource Centre Inc
ICEA Ltd
In Town Centre Inc
In Town Centre Inc
Independent Living Centre of Western Australia Inc
Independent Living Centre of Western Australia Inc
Indian Blue Chorus Inc
Indian Society of Western Australia
Indian Society of Western Australia
Injury Control Council of Western Australia Inc
Inspire Foundation
Institute of Foresters of Australia
International Early Learning Centre Inc
International Forum of Reconciliation and Peace (IFORAP)
Ishar Multicultural Women’s Health Centre Inc
Ishar Multicultural Women’s Health Centre Inc
Ishar Multicultural Women’s Health Centre Inc
Ishar Multicultural Women’s Health Centre Inc
Italian Aged Care Inc
Italian Aged Care Inc
Italo-Australian Welfare & Cultural Centre Inc
Jacaranda Community Centre Inc
Jain Community of Western Australia Inc
Jalygurr-Guwan Aboriginal Corporation
Jerramungup Community Resource Centre Inc
Jewish Care WA Inc
Jobs South West Inc
John Tonkin College Bushranger Cadet Unit
Joondalup Christmas Lunch
Joongari House\Wyndham Family Support Inc
Juluwarlu Group Aboriginal Corporation
June O’Connor Centre Inc
Jurien Bay Playgroup
152 Lotterywest Annual Report 2014
$70,000
$7,200
$2,281
$17,373
$20,100
$9,536
$50,000
$37,024
$211,720
$12,460
$145,500
$4,000
$1,040
$15,000
$16,500
$7,256
$520,000
$42,453
$38,882
$17,194
$1,813
$15,000
$11,470
$9,329
$5,696
$7,309
$20,000
$2,000
$36,930
$9,614
$15,000
$25,000
$15,000
$1,466
$40,000
$1,496
$3,224
$15,000
$30,900
$254,450
$19,000
$29,087
$14,409
$10,000
$49,600
$192,873
$15,000
$7,272
$2,355,099
$108,382
$3,861
$70,000
$143,000
$20,000
$516,224
$15,000
$13,701
$222,156
$83,376
$1,000
$57,000
$8,000
$62,030
$23,000
$10,000
$64,000
$8,318
$25,000
$12,000
$17,000
$23,403
$12,800
$13,160
$5,000
$86,597
$15,400
$12,741
Just for Fun Playgroup - Woodvale
K9 Rescue Group Inc
Kalamunda Community Learning Centre
Kalbarri Volunteer Sea Search & Rescue Group Inc
Kalbarri Volunteer Sea Search & Rescue Group Inc
Kalgoorlie Boulder Volunteer Centre Inc
Kallaroo Community Threes
Karratha Emergency Relief Organisation Inc
Karrayili Adult Education Centre (Aboriginal Corporation)
Katanning Agricultural Pastoral and Horticultural Society Inc
Katanning Community Childcare Centre Inc
Katanning Land Conservation District Committee
Katanning Regional Business Association Inc
Katharine Susannah Prichard Foundation Inc
Kellerberrin Community Resource Centre Inc
Kenwick Seniors Club
Kerala Cultural Association of Western Australia Inc
Kids Are Kids! Therapy and Education Centre Inc
Kids’ Camps Inc
Kidsafe Western Australia Inc
Kimberley Aboriginal Law and Culture Centre (Aboriginal Corporation)
Kimberley Aboriginal Medical Services Council Inc
Kimberley Aboriginal Medical Services Council Inc
Kimberley Community Legal Service Inc
Kimberley Group Training Inc
Kimberley Individual and Family Support Association Inc
Kimberley Performing Arts Council Inc
Kimberley Performing Arts Council Inc
Kinetica Circus Arts Ltd
Kingsley Community Carols Festival
Kira Inc
Kira Inc
Kiwirrkurra Council (Aboriginal Corporation)
Kojonup Occasional Care Centre Inc
Koru Animal/Wildlife Rescue
Kukerin Primary School Parents and Citizens’ Association Inc
Kullarri Employment Services Pty Ltd
Kulungah-Myah Family Centre Inc
Kununurra Neighbourhood House Inc
Kununurra Neighbourhood House Inc
Kununurra Waringarri Aboriginal Corporation
Kurdish Association of Western Australia (KAWA) Inc
Lake Grace District High School Emergency Services Cadets
Lake Joondalup Baptist College Inc - Emergency Services Cadet Unit
Lakeside Baptist Church Inc
Lancelin Ledge Point Football Club Inc
Law Society of Western Australia
Leederville Connect Inc
Leederville Toy Library Inc
Leschenault Men’s Shed Inc
Leslie Street Sport and Social Centre For Over 50’s Inc
Life Without Barriers
Lifestyle Solutions (Aust) Ltd
Linkwest Inc
Lions Club of Booragoon
Lions Club of Claremont Nedlands Inc
Lions Club of Manjimup
Lions Club of Whitfords
Literature Centre Inc
Little Grove Chalet Committee Inc
Live Church Inc
Living Stone Foundation Inc
Lucy Saw Centre Association
Lung Institute of Western Australia Inc
Macedonian Australian Community Organisation Inc
Magabala Books (Aboriginal Corporation)
Maida Vale Baptist Church Inc
Malayalee Association of Western Australia Incoporated
Malleefowl Preservation Group Inc
Mamabulanjin Aboriginal Corporation
Mandurah Murray Emergency Relief Fund Inc
Mandurah Performing Arts Inc
Mandurah Water Rescue Group Inc
Mandurah Wildlife Rescue Inc
Manjimup Chamber of Commerce and Industry Inc
Manjimup Volunteer and Resource Centre Inc
Marble Bar Community Resource Centre Inc
$7,150
$31,771
$15,000
$29,949
$50,555
$3,572
$1,520
$40,000
$29,481
$7,395
$50,000
$27,625
$7,470
$19,469
$12,976
$1,320
$2,728
$27,000
$68,800
$40,000
$124,956
$30,000
$208,820
$65,495
$500,000
$5,000
$17,000
$26,000
$9,833
$9,335
$90,567
$20,000
$2,250
$3,000
$15,000
$2,442
$43,205
$6,653
$150,634
$15,000
$15,500
$1,900
$15,000
$15,000
$195,000
$6,000
$50,780
$15,000
$13,862
$14,800
$30,383
$52,500
$4,926
$22,268
$2,724
$11,301
$4,500
$5,600
$53,547
$25,778
$10,000
$20,000
$25,000
$55,000
$150,000
$345,834
$2,977
$12,000
$13,175
$39,700
$65,000
$86,000
$18,437
$89,000
$18,650
$60,340
$95,000
Margaret River and Districts Historical Society Inc
Margaret River and Districts Historical Society Inc
Margaret River Community Resource Centre Inc
Margaret River Off Road Cycling Association Inc
Maritime Archaeological Association of Western Australia Inc
Marnin Bowa Dumbara Aboriginal Corporation - Derby Family Healing Centre
Marnin Bowa Dumbara Aboriginal Corporation - Family & Domestic Violence Support & Outreach Service
Marnja Jarndu Womens Refuge Inc
Marnja Jarndu Womens Refuge Inc
Maroo Wildlife Refuge Inc
Masti Bollywood Dance Group
Maylands Bridge Club Inc
Maylands Historical and Peninsula Association Inc
McCusker Alzheimer’s Research Foundation Inc
Medina Aboriginal Cultural Community Inc
Meerilinga Young Children’s Foundation Inc
Meerilinga Young Childrens Services Inc - Ballajura
Meerilinga Young Childrens Services Inc - Beechboro
Meerilinga Young Childrens Services Inc - Kingsley
Meerilinga Young Childrens Services Inc - Woodvale
Melville Camera Club Inc
Melville Cares Inc
Men Of The Trees
Menora Playgroup
Mens Advisory Network (M.A.N.) Inc
Men’s Resource Centre Inc
Mensheds Narrogin Inc
Menswork Project Inc
Mental Illness Fellowship of Western Australia Inc
MercyCare Ltd
Merredin Community Resource Centre Inc
Merredin Playgroup
Metropolitan Migrant Resource Centre Inc
Metropolitan Migrant Resource Centre Inc
Mia Mia Housing Collective Inc
Midland Information, Debt and Legal Advocacy Service Inc
Midwest Multicultural Association WA Inc
Millennium Kids Inc
Mirima Council Aboriginal Corporation
Mission Australia
Mission Australia
Mission Australia
Moonlighters
Moora Arts and Crafts Society
Moore Men’s Shed Inc
Moore River Weight Watchers
Mosaic Community Care Inc
Mosaic Community Care Inc
Mosaic Community Care Inc
Mosman Park EcoFair at St Luke’s
Mount Claremont Playgroup Inc
Mount Helena Residents and Ratepayers Progress AssociationInc
Mount Lawley Out of School Care Inc
Movies By Burswood Inc
Mowanjum Aboriginal Corporation
Mowanjum Artists Spirit Of The Wandjina Aboriginal Corporation
Mt Barker Toy Library Association
Mt Hawthorn Out of School Hours Centre Inc
Mt Marshall & Districts Agricultural Society Inc
Mt Short Aero Club Inc
Mukinbudin Planning and Development Group Inc
Mulberry Fun Time Inc
Mullewa District Agriculture Society
Multicultural Arts of Western Australia Inc
Multicultural Arts of Western Australia Inc
Multicultural Services Centre of Western Australia Inc
Multiple Sclerosis Society of Western Australia Inc
Multiple Sclerosis Society of Western Australia Inc
Munda Biddi Trail Foundation Inc
Mundaring Community Men’s Shed Inc
Munglinup Bushmens Association
Murlpirrmarra Connection Ltd
Murray Auto Xtravaganza Inc (Max Inc)
Murray Districts Aboriginal Association Inc
Muscular Dystrophy Association of Western Australia Inc
Museum Street Child Care Inc
Museums Australia Inc
$10,484
$1,181
$13,000
$100,000
$21,300
$4,500
$4,000
$11,000
$48,192
$14,153
$6,326
$5,613
$2,977
$2,400,000
$6,998
$30,000
$284,751
$210,729
$153,153
$280,000
$1,308
$18,000
$42,486
$6,252
$2,900
$17,645
$64,000
$8,393
$227,237
$4,000,000
$3,614
$7,970
$44,000
$7,500
$15,310
$45,000
$14,811
$23,539
$194,376
$374,897
$50,000
$56,873
$2,000
$15,000
$40,400
$1,003
$6,902
$45,100
$2,319
$7,362
$15,000
$12,437
$6,692
$75,000
$51,110
$50,683
$7,650
$7,089
$7,128
$8,300
$19,443
$3,045
$6,485
$1,000
$150,000
$110,000
$24,269
$78,980
$57,513
$80,000
$31,657
$71,938
$15,000
$316,882
$22,712
$246,000
$22,300
Museums Australia Inc
Museums Australia Inc
Muslim Women’s Support Centre of WA Inc
My Place Foundation Inc
Myalup Community Association Inc
NAIDOC Perth Inc
Nameless Playgroup Association Inc
Nannup Garden Village Inc
Nannup Music Club Inc
Nardine Wimmins Refuge
Narrogin Art Group Inc
Narrogin Spring Festival Inc
NASCHA Inc
National Disability Services Ltd - National DisabilityServices Western Australia
National Disability Services Ltd - National DisabilityServices Western Australia
National Disability Services Ltd - National DisabilityServices Western Australia
National Seniors Australia Hillarys and District Branch Inc
National Seniors Australia Ltd - WA Branch
National Seniors Australia Melville Branch Inc
National Seniors Australia Thornlie and Districts Branch Inc
National Trust of Australia WA
Naturaliste Childrens Community Centre Inc
Naturaliste Volunteer Marine Rescue Inc
Nedlands Toy Library Inc
Nepali Association of Western Australia (NAWA) Inc
New Arts Inc
New Life Welfare WA Inc
Newman Women’s Shelter Inc
Newton Moore Education Support Centre Bush Ranger Cadets
Newton Moore Senior High School Bush Rangers Cadets
Ngaanyatjarra Pitjantjatjara, Yankunytjatjara Womens Council Aboriginal Corp
Ngala Community Services
Ngangganawili Aboriginal Community Controlled Health and Medical Services Aboriginal Corporation
Nickeltown Flounderers Inc
Nintirri Centre Inc
Nirrumbuk Aboriginal Corporation Inc
North Cottesloe Primary School P & C Association Inc
North Cottesloe Surf Life Saving Club
North Fremantle Bowls, Tennis and Community Centre Inc
Northam and Districts Historical Society Inc
Northampton Historical Society Inc
Northam’s Avon Descent Association
Northern Districts Bridge Club Inc
Northern Districts Community Support Group Inc
Northern Districts Orchid Society
Northern Link Inc
Norwood Neighbourhood Association Inc
Nuhra Life Enrichment Centre Inc
Nulsen Haven Association Inc
Nyabing News
Nyabing Playgroup
One Arm Point Bush Rangers
One Church Perth Inc
One World Centre Inc
Open House Perth
Orana House Inc
Ord Land and Water Inc
Ord Valley Events Inc
Organisation Mondiale Pour L’ Education Prescolaire Western Australia (OMEP WA) Inc
Outcare Inc
Palm and Cycad Society of Western Australia
Palmyra Primary School Parents and Citizens’ Association Inc
Pannawonica Gala Association Inc
Papulankutja Artists Aboriginal Corporation
Parents’ and Friends’ Federation of Western Australia Inc
Parkerville Children and Youth Care Inc
Parkinson’s Western Australia Inc
Partners of Veterans Association of Western Australia Inc
Pathways South West Inc
Patricia Giles Centre Inc
Paupiyala Tjarutja Aboriginal Corporation
PBF (Australia) Ltd
PEEDAC Pty Ltd
Peel/South West Division of General Practice Ltd
Pemberton Visitor Centre Inc
Pemberton Visitor Centre Inc
People Who Care Inc
$17,140
$519,775
$1,000
$12,950
$5,700
$30,000
$2,545
$15,000
$35,000
$18,000
$8,420
$9,281
$1,148
$494,100
$16,994
$36,750
$5,234
$19,967
$1,801
$4,869
$350,000
$50,956
$6,297
$14,973
$4,500
$19,500
$30,000
$15,000
$3,988
$5,440
$22,526
$6,000
$48,409
$4,255
$10,000
$75,550
$15,000
$300,000
$22,019
$15,000
$3,000
$100,000
$3,450
$15,000
$5,450
$49,451
$15,000
$6,841
$155,884
$6,961
$15,000
$14,850
$15,000
$30,000
$50,000
$4,400
$6,051
$20,000
$6,949
$51,027
$4,652
$15,000
$15,000
$48,248
$34,270
$11,265
$49,205
$8,046
$37,111
$11,000
$49,909
$56,183
$26,750
$21,162
$25,000
$25,000
$58,508
153
Grants made to the WA community
Permaculture Assn of WA
Perth Artifactory Inc
Perth Bone and Tissue Bank Inc
Perth Central and East Metro Medicare Local Ltd
Perth Christian Life Centre Inc
Perth Christian Life Centre Inc
Perth Concert Band Inc
Perth Diocesan Trustees - Anglican Parish of Bullcreek-Leeming
Perth Diocesan Trustees - Anglican Parish of Gosnells Welfare & Community Services
Perth Harmony Chapter Inc
Perth Highland Pipe Band of WA Inc
Perth Home Care Services Inc
Perth Home Care Services Inc
Perth Inner City Youth Service Inc
Perth Inner City Youth Service Inc
Perth International Jazz Festival Inc
Perth Metro Pipe Band Inc
Perth Modernian Society Inc
Peter Cowan Writers Centre Inc
Pets of Older Persons (POOPS) WA Inc
Philanthropy Australia Inc
Photographers Group of Ellenbrook Inc
Photography Group of Bunbury Inc
Pilbara & Kimberley Care Inc
Pilbara Multicultural Association Inc
Pingelly Development Association Inc
Pregnancy Assistance Inc
Pride Midwest Inc
Pride Western Australia Inc
Princess Royal Sailing Club
Prison Fellowship Australia
Probus Club of Swan Districts Inc
Project PAX for Veterans of Western Australia Inc
Propel Youth Arts WA Inc
Puranyangu-Rangka Kerrem (Aboriginal Radio) Aboriginal Corporation
Quairading Toy Library
Quinninup Community Association Inc
Rainbow Coast Neighbourhood Centre Inc
Ravensthorpe Community Resource Centre Inc
Ravensthorpe Regional Arts Council
Reach Out Drop In Centre Inc
Redemptorist Lay Community of WA Inc
Regal Theatre Foundation Ltd
Regional Counselling and Mentoring Services Inc
Regional Development Australia - Pilbara Inc
Relationships Australia (Western Australia) Inc
Retina Australia WA Inc
Returned and Services League of Aust. WA Branch Inc - Collie-Cardiff Sub Branch
Returned and Services League of Australia WA Branch Inc - Geraldton
Returned and Services League of Australia WA Branch Inc - Pinjarra
Returned and Services League of Australia WA Branch Inc
Returned and Services League of Australia WA Branch Inc
Returned and Services League of Australia WA Branch Inc
Returned and Services League of Australia WA Branch Inc - Boddington
Returned and Services League of Australia WA Branch Inc - Denmark
Returned and Services League of Australia WA Branch Inc - Mt Barker Sub Branch
Returned and Services League of Australia WA Branch Inc - Ocean Reef Sub Branch
Returned and Services League of Australia WA Branch Inc - Ocean Reef Sub Branch
RGE Men’s Shed Inc
Riding for the Disabled Association of Western Australia
Riding for the Disabled Association of Western Australia
Rise Network Inc
Rise Network Inc
River Of Life Christian City Church Ltd
Riverview Church Inc
Riverview Community Services Inc
Roads Foundation Ltd
Roberta Jull Family Day Care Association Inc
Rockingham and Districts Gardening Club Inc
Rockingham District Gem and Rockhunting Club
Rocky Bay Inc
Roman Catholic Archbishop of Perth - Identitywa
Roman Catholic Archbishop of Perth - Parish of St Brigid’sMidland
Roman Catholic Archbishop of Perth - Personal Advocacy Service
Roman Catholic Archbishop of Perth - St Joseph Parish Northam
Roman Catholic Archbishop of Perth - The Shopfront
Roman Catholic Bishop of Geraldton - Centacare Family Services
154 Lotterywest Annual Report 2014
$15,000
$11,525
$22,500
$15,000
$7,500
$30,000
$1,164
$13,000
$14,000
$15,000
$42,491
$1,761
$3,143
$99,091
$8,800
$100,000
$14,951
$2,740
$7,968
$1,500
$6,000
$5,352
$3,377
$6,386
$1,000
$15,000
$7,500
$29,900
$227,500
$37,996
$40,000
$2,502
$46,485
$30,500
$20,000
$2,753
$2,202
$94,414
$35,191
$2,000
$15,536
$7,700
$1,500,000
$2,897
$10,000
$712,842
$4,100
$100,000
$14,140
$14,413
$22,000
$800,000
$953,265
$8,000
$20,414
$25,000
$8,000
$14,000
$14,470
$169,994
$46,286
$15,000
$87,787
$3,544
$15,000
$50,000
$16,410
$1,237
$5,849
$7,477
$150,000
$13,400
$58,116
$14,600
$9,000
$15,000
$35,000
Rossmoyne Primary School - River Rangers
Rotary Club of Applecross Inc
Rotary Club of Heirisson Inc
Rotary Club of Hillarys Inc
Rotary Club of North Perth Inc
Rotary Club of Osborne Park Inc
Rotary Club of Willetton Inc
Rotary International District 9465 INC
Rottnest Foundation Inc
Royal Aero Club of Western Australia
Royal Australian Engineers’ Association of Western Australia Inc
Royal Flying Doctor Service of Australia (Western Operations)
Royal Flying Doctor Service of Australia (Western Operations)
Royal Society for the Prevention of Cruelty to Animals Western Australia Inc
Royal Western Australian Historical Society Inc
Royal Western Australian Historical Society Inc
Ruah Community Services
Ruah Community Services
Ruah Community Services
Ruah Community Services - Wadjuk Boodja Gateway
Russian Ethnic Community and Youth Development AssociationRusichi Inc
S.O.S. Supporting Our Seniors and Disabled Inc
Safety Bay Senior High School Bush Rangers Cadets
Sandgropers Sunshine Toy Library Inc
SC Church Inc
Scarborough Beach Association Inc
Schizophrenia Fellowship (Albany and Districts) Inc
School For Social Entrepreneurs Australia Ltd
Scitech Discovery Centre
Scout Association of Australia, Western Australian Branch
Scout Association of Australia, Western Australian Branch
Scout Association of Australia, Western Australian Branch
ScreenWest Inc
Seacrest Village Social Club
Seaview Community Kindergarten Inc
Second Harvest Australia Inc
Secret Harbour Residents Association Inc
Seniors’ Recreation Council of WA Inc
Senses Australia
Senses Australia
Serpentine-Jarrahdale Community Resource Centre Inc
SES Volunteer’s Association of Western Australia Inc
Share & Care Community Services Group Inc
Shinju Matsuri Inc
Shinju Matsuri Inc
Shire of Augusta-Margaret River
Shire of Augusta-Margaret River
Shire of Augusta-Margaret River
Shire of Beverley
Shire of Beverley
Shire of Boyup Brook
Shire of Boyup Brook
Shire of Bridgetown-Greenbushes
Shire of Bridgetown-Greenbushes
Shire of Broome
Shire of Broome
Shire of Broomehill-Tambellup
Shire of Bruce Rock
Shire of Capel
Shire of Carnarvon - Carnarvon Civic Centre
Shire of Chapman Valley
Shire of Chapman Valley
Shire of Chittering
Shire of Chittering
Shire of Chittering
Shire of Chittering
Shire of Chittering - Bindoon Volunteer Bush Fire Brigade
Shire of Collie
Shire of Coolgardie
Shire of Coorow
Shire of Corrigin
Shire of Cue
Shire of Dalwallinu
Shire of Denmark
Shire of Denmark - Somerset Hill Volunteer Bush Fire Brigade
Shire of Derby-West Kimberley
Shire of Donnybrook-Balingup
$14,855
$10,000
$19,650
$4,000
$25,000
$1,000
$14,000
$4,560
$100,000
$7,097
$15,000
$48,257
$350,000
$413,128
$18,750
$9,058
$31,500
$15,000
$3,000
$204,443
$4,977
$5,520
$14,758
$5,960
$20,000
$15,000
$15,740
$121,871
$140,000
$24,750
$125,000
$44,875
$7,560,000
$1,879
$12,600
$80,000
$15,000
$25,000
$14,999
$36,190
$18,204
$206,600
$94,000
$20,000
$40,000
$20,000
$5,455
$185,500
$23,447
$97,677
$1,350
$25,269
$24,900
$12,100
$100,000
$30,000
$16,130
$13,849
$60,877
$37,276
$200,000
$42,974
$438,581
$15,000
$9,661
$6,500
$3,076
$1,700,000
$22,063
$275,800
$363,636
$15,000
$1,000
$33,400
$11,445
$11,000
$250,000
Shire of Donnybrook-Balingup
Shire of Donnybrook-Balingup
Shire of Donnybrook-Balingup - Argyle Volunteer Bush Fire Brigade
Shire of East Pilbara
Shire of Esperance
Shire of Esperance - Esperance Civic Centre
Shire of Gingin
Shire of Gnowangerup
Shire of Gnowangerup
Shire of Goomalling
Shire of Goomalling
Shire of Harvey
Shire of Irwin
Shire of Irwin
Shire of Irwin
Shire of Kalamunda
Shire of Kalamunda - Forrestfield Skate Park
Shire of Katanning
Shire of Katanning
Shire of Kellerberrin
Shire of Kondinin
Shire of Leonora
Shire of Manjimup - Home and Community Care
Shire of Meekatharra
Shire of Meekatharra
Shire of Menzies
Shire of Merredin
Shire of Merredin - Cummins Theatre
Shire of Moora
Shire of Moora - Moora Performing Arts Centre
Shire of Morawa
Shire of Mount Magnet
Shire of Mount Magnet
Shire of Mount Magnet
Shire of Mundaring
Shire of Mundaring
Shire of Mundaring
Shire of Murray
Shire of Murray - Edenvale Heritage Precinct
Shire of Nannup
Shire of Nannup
Shire of Nannup
Shire of Nannup
Shire of Narembeen
Shire of Northam
Shire of Northampton
Shire of Peppermint Grove
Shire of Pingelly
Shire of Plantagenet
Shire of Ravensthorpe
Shire of Ravensthorpe
Shire of Roebourne
Shire of Serpentine-Jarrahdale
Shire of Serpentine-Jarrahdale
Shire of Tammin
Shire of Three Springs
Shire of Victoria Plains
Shire of West Arthur
Shire of Westonia
Shire of Westonia
Shire of Wickepin
Shire of Williams
Shire of Williams
Shire of Wongan-Ballidu
Shire of York
Shire of York
Sikh Association of Western Australia
Sikh Association of Western Australia
Silver Chain Group Ltd - Brookton Saddleback Health Serivce
Silver Threads Band
Singleton Golden Bay Playgroup Inc
Society of Women Writers, WA Inc
Song Room Inc
Songs of the Spirit @ Tranby
South Coastal Women’s Health Services Association Inc
South East Regional Centre for Urban Landcare Inc
South Fremantle Playgroup
$6,000
$40,242
$8,637
$600,000
$200,000
$49,400
$90,000
$40,000
$53,049
$10,907
$520,000
$50,000
$6,809
$19,350
$46,000
$19,296
$71,000
$220,510
$20,000
$3,000
$12,925
$20,000
$9,910
$30,000
$13,000
$135,682
$55,000
$25,000
$16,427
$35,109
$65,000
$25,480
$53,900
$10,497
$20,000
$190,000
$20,000
$600,000
$19,200
$6,364
$34,507
$19,900
$300,000
$8,040
$20,000
$14,100
$8,180
$11,927
$53,757
$600,000
$19,600
$343,317
$110,000
$7,037
$28,500
$15,000
$13,543
$5,425
$6,720
$12,750
$11,960
$11,394
$8,257
$40,187
$23,515
$20,000
$10,000
$32,406
$27,600
$8,286
$9,000
$1,952
$300,000
$1,750
$15,000
$2,945
$13,550
South Hedland Lotteries House Inc
South Lake Ottey Family & Neighbourhood Centre Inc
South Lake Ottey Family & Neighbourhood Centre Inc
South Perth Community Resources Inc
South West Aboriginal Land & Sea Council Aboriginal Corporation
South West Counselling Inc
South West Counselling Inc
South West Opera Company Inc
South West Refuge Inc
South West Senior Expo Inc
South West Wind and Jazz Orchestras Inc
South West Women’s Health and Information Centre Inc
Southcare Inc
Southcare Inc
Southcare Inc
South-Eastern Orchid Society of WA Inc
Southern Aboriginal Corporation
Southern Cross Care WA Inc
Southern Cross Care WA Inc
Southern Cross Village Success Residents’ Committee
Southern Edge Arts Inc
Southern Hills Christian College - Armadale Red Cross Cadets
Southern Railway Modellers Group of WA
Spare Parts Puppet Theatre Inc
Spiers Centre Inc
Spina Bifida and Hydrocephalus Association of WA Inc
Spirit of the Streets Choir Inc
Sport Aircraft Builders’ Club of Western Australia
Spring in the Grove Inc
St Barbara’s Festival Inc
St Bartholomew’s House -Brown St Refurbishment Project
St John Ambulance Western Australia Ltd
St Luke’s Friendship Group
St Patrick’s Community Support Centre Ltd
St Patrick’s Community Support Centre Ltd
St Vincent De Paul Society WA Inc
Stand By Me Youth Service WA Inc
Starick Services Inc
State Library of Western Australia Foundation Ltd
State Library of Western Australia Foundation Ltd
Steps Youth Dance Company Inc
Steps Youth Dance Company Inc
Stirling Carols by Candlelight
STRIVE Warren Blackwood Inc
Suicide Prevention Australia Ltd
Sunnywest Caravanners Inc
Superfins WA Inc
Surf Life Saving Western Australia Inc
Swan Bells Foundation Inc
Swan Caravan and Camping Club ( Inc)
Swan Emergency Accommodation
Swan Valley and Regional Winemakers Association Inc
Tambellup Agricultural Society Inc
Tammin Economy Shop Cooinda Association T.E.S.C.A. Inc
Technology Assisting Disability WA Inc
Technology Assisting Disability WA Inc - Bunbury
Telethon Juvenile Diabetes Family Centre Ltd
Telethon Kids Institute
Telethon Speech & Hearing Centre for Children WA Inc
Telugu Association of Perth Inc
Temple of Fine Arts Inc
Thai-Australian Association of WA Inc
Theatre Kimberley Inc
Toodyay Community Resource Centre Inc
Toodyay Festivals Inc
Toodyay Kindergym
Toodyay Playgroup Association Inc
Torchbearers for Legacy in Western Australia Inc
Torchbearers for Legacy in Western Australia Inc
TOTPSS Tales of Times Past Senior Storytellers Inc
Town of Bassendean
Town of Bassendean - Pensioner Guard Cottage Museum
Town of Cambridge
Town of Claremont
Town of Claremont - Claremont Museum
Town of Cottesloe
Town of East Fremantle
$7,055
$45,000
$11,900
$57,034
$749,000
$4,600
$37,697
$2,430
$29,500
$4,500
$8,500
$29,194
$80,000
$65,000
$17,695
$2,300
$2,198
$239,282
$338,448
$4,764
$17,778
$15,000
$9,296
$126,159
$86,250
$15,000
$40,000
$15,000
$7,018
$20,000
$650,000
$1,255,979
$1,129
$109,750
$14,318
$800,000
$13,500
$35,000
$21,750
$150,000
$5,728
$14,070
$12,145
$4,547
$60,000
$1,900
$15,000
$1,356,392
$18,310
$2,000
$35,000
$15,000
$1,050
$5,000
$89,500
$830,000
$400,000
$670,126
$1,000
$5,000
$20,000
$10,000
$26,000
$4,477
$9,840
$6,098
$1,107
$20,000
$25,000
$14,938
$25,000
$20,000
$20,409
$20,000
$17,740
$12,400
$19,654
155
Grants made to the WA community
Town of Port Hedland
Town of Port Hedland - Matt Dann Cultural Centre
Town of Victoria Park
Tranby College Emergency Services Cadet Unit
Transplant Australia Ltd - WA Branch
Treehouse Childcare Centre Inc
Treloar Child Care Centre Inc
Trigg Island Surf Life-Saving Club
True Blue Dreaming Inc
Tuart Hill Swimming Club Inc
Tuart Lakes Sport, Recreation and Social Club Inc
Uni Camp For Kids Inc
Uni Camp for Teens Inc
Unit Committee T.S. ANZAC Inc
Unit Committee TS Perth Inc
United Eritrean Association of WA Inc
United Nations Association of Australia (WA Division) Inc
United Way West Australia Inc
Uniting Church Homes
Uniting Church Homes - Rowethorpe Village
Uniting Church Homes - Rowethorpe Village
Uniting Church in Australia Property Trust WA - Finucare
Uniting Church in Australia Property Trust WA - MargaretRiver Congregation
Uniting Church in Australia Property Trust WA - Pemberton Uniting Church
Uniting Church in Australia Property Trust WA - St Augustine Uniting Church Bunbury
Uniting Church in Australia Property Trust WA - Uniting Aid
Uniting Church in Australia Property Trust WA - Uniting Aid
Uniting Church in Australia Property Trust WA - Uniting Outreach Mandurah
Uniting Church in Australia Property Trust WA - Wesley Mission Fremantle
UnitingCare West
UnitingCare West
University Child Care Club
Uralla Wildlife Sanctuary Inc
UWA - Perth International Arts Festival
UWA Guild of Undergraduates
Variety WA Inc
Variety WA Inc
Veteran Car Club of WA - Esperance Branch
Victoria Park Youth Accommodation Inc
Vietnamese Community in Australia / Western Australia Chapter Inc
Vietnamese Community in Australia / Western Australia Chapter Inc
View Clubs of Australia Zone WA 01
Vipassana Charitable Foundation of WA Inc
Vocal Fusion Choir Inc
Volunteer Centre of Western Australia Inc
Volunteer Home Support Inc
Volunteer Marine Rescue Western Australia Inc
WA Air Training Corps Gliding Wing Inc - Cadets
WA Council on Addictions (Cyrenian House)
WA Council on Addictions (Cyrenian House) - Serenity Lodge
WA Disabled Sports Association
WA Disabled Sports Association
WADJAK Northside Aboriginal Community Group Inc
Wagin Community Resource Centre Inc
Wandering Annual Fair Committee Inc
Wanneroo Senior Citizens’s Club Incw
Wanneroo Senior Citizens’s Club Inc
Wanslea Family Services Inc
Waratah Christian Community Inc
Waratah Community Singers Inc
Waratah Community Village Residents Association
Waratah Support Centre (South West Region) Inc
Waroona Agricultural Society Inc
Waroona Community Resource Centre Inc
Waroona Vintage Machinery Show
Warren Arts Council Inc
Warruyanta Indigenous Corporation
Warrwa Aboriginal Corporation
Watershed News Inc
Wellstead Community Resource Centre Inc
Wellstead Progress Association Inc
Wembley Ware Society Inc
West Australian Ballet Company
West Australian Bridge Club
West Australian Men’s Gathering Inc
West Australian Mountain Bike Association Inc
West Australian Symphony Orchestra Pty Ltd
156 Lotterywest Annual Report 2014
$292,930
$38,300
$35,000
$15,000
$30,250
$3,500
$50,000
$6,737
$89,452
$2,602
$12,400
$70,000
$26,796
$14,967
$12,211
$2,693
$1,876
$58,173
$200,000
$900,000
$38,370
$50,000
$8,782
$41,000
$99,377
$115,000
$15,200
$11,000
$3,431
$130,000
$6,000
$75,608
$5,479
$7,560,000
$19,991
$33,589
$20,000
$21,000
$9,000
$4,208
$10,800
$2,248
$2,511
$4,153
$5,000
$3,000
$55,990
$52,584
$1,112,750
$105,624
$43,077
$299,693
$14,865
$6,767
$2,965
$1,000
$1,101
$32,803
$7,500
$1,040
$15,000
$12,000
$4,263
$33,900
$15,000
$15,000
$10,869
$15,000
$6,000
$4,000
$233,600
$3,000
$150,000
$16,400
$12,325
$22,500
$236,000
West Australian Symphony Orchestra Pty Ltd
West Midlands Group Inc
West Stirling Neighbourhood House Inc
West TV Ltd
Westcare Inc
Westcoast Community Centre Inc
Western Australia Kannada Sangha Inc
Western Australian AIDS Council Inc
Western Australian Association for Mental Health Inc
Western Australian Association for Mental Health Inc
Western Australian Association for Mental Health Inc
Western Australian Association of the Deaf Inc
Western Australian Council of Social Service Inc (WACOSS)
Western Australian Council of Social Service Inc (WACOSS)
Western Australian Council of Social Service Inc (WACOSS)
Western Australian Council of State School Organisations
Western Australian Fishing Industry Council Inc
Western Australian Health Care Museum Association Inc
Western Australian Mens Shed Association Inc
Western Australian Motor Industry Foundation Inc
Western Australian Network of Alcohol and Other Drug Agencies Inc
Western Australian Opera Company Inc
Western Australian Tandem Cycling Advisory Council Inc
Western Australian Youth Theatre Company Inc
Western Metropolitan Regional Council
Westonia Community Resource Centre Inc
Wheatbelt Agcare Community Support Services Inc
Wheatbelt Individual and Family Support Association Inc
Wheelchair Sports WA Association Inc
Wheelchairs For Kids Inc
Whitford Church of Christ Inc
Whitford Church of Christ Inc
Whitford Family Centre Inc
Whitford Occasional Child Care Centre Inc
Wildflower Society of Western Australia Inc
Wildflower Society of Western Australia Inc
William Langford Community House Inc
Winun Ngari Aboriginal Corporation
Women’s Council for Domestic and Family Violence Services (WA) Inc
Women’s Health Care Association
Women’s Health Care Association
Women’s Health Care Association
Womens Health Resource Centre Inc
Woodturners Association of Western Australia Inc
Wuggubun Aboriginal Corporation
Wundowie Progress Association Inc
Wyndham Early Learning Activity Centre (WELA) Inc
Yaandina Family Centre Inc - Roebourne Youth Centre
Yangebup Family Centre Inc
Yawoorroong Miriuwung Gajerrong Yirrgeb Noong Dawang Aboriginal Corporation
Yirra Yaakin Aboriginal Corporation
YMCA of Perth Youth and Community Services Inc
York Men’s Shed
Youth Affairs Council of Western Australia
Youth Affairs Council of Western Australia
Youth Affairs Council of Western Australia
Youth Focus Inc
Youth Futures WA Inc
Youth Futures WA Inc
Youth Involvement Council Inc
Youth Legal Service (Inc.)
Yungngora Association Inc
Zig Zag Community Arts Inc
Zoila’s Community Op-Shop Inc
Zonta Club of Dunsborough Incorporated
Zonta House Women’s Refuge Inc
Zonta House Women’s Refuge Inc
$314,508
$4,604
$8,800
$109,464
$816,194
$2,900
$3,000
$3,000
$17,972
$41,662
$87,508
$15,000
$157,333
$320,552
$62,000
$33,757
$15,000
$10,000
$71,000
$150,000
$140,000
$270,000
$9,000
$19,890
$4,884
$7,350
$20,000
$45,000
$43,765
$3,743
$15,000
$22,000
$1,748
$54,799
$22,250
$35,550
$49,500
$15,100
$43,847
$492,588
$1,000
$34,500
$16,800
$11,000
$542,937
$10,699
$158,708
$123,322
$30,930
$9,800
$110,000
$97,055
$50,000
$140,594
$74,970
$91,974
$775,000
$21,714
$54,329
$61,238
$69,772
$52,200
$19,456
$78,227
$8,002
$18,727
$17,250
$124,521,624
Winner – My Lotterywest:
“I just sat down like I normally do with a cup of tea and
started checking off my numbers. When I realised I had all the
winning numbers plus the Powerball I thought I had made a
mistake. I was fairly calm at the start. This will open so many
doors not just for me, but for lots of people around me. I’m in
a position to help those less fortunate than me.”
$30 million WA Powerball winner, October 2013
Lotterywest
PO Box 1113, Osborne Park DC
Western Australia 6916
74 Walters Drive, Osborne Park
Western Australia 6017
Games
Grants
T:
F: W:
E: 08 9340 5100
08 9242 2577
lotterywest.wa.gov.au
[email protected]